Coaching in sales management (Part 3- Final)

In the first article of the series, we had a closer look at coaching and what it means in sales management. In part 2, we talked about identifying a key performance lever to coach. Additionally, we mentioned the importance of the growth mindset. We also dived into the role of the sales manager.

Now it is time to have a look at how to coach. Remember, you cannot coach your team members by telling them what to do. Your job is to help them to find what to do in their way and successfully execute.

For this, I like to use the GROW tool of Performance Consultants International. It is easy to remember and follow and works almost in every situation.

Goal :
Pick only one point of improvement and agree on this topic with the person (for example price negotiation, the Goal can be getting more confident in defending the price, and overcome the fear of losing the deal)

Reality:
Check what qualities and strengths the person has. What obstacles are holding him back from tapping those strengths in this particular topic?

Options:
What could he have done differently? What would happen if he chooses to do so? What is the worst that can happen? What would happen then?Which way seems the most appropriate to him?

Will:
How committed is he to applying the action plan? What can go wrong? What can remind him to get back on track?

This can be a 10m discussion or a lunchtime talk. As soon as you make it a purposeful conversation focused on the Goal, you will make progress.

And overall, to keep your curiosity during such a discussion, I suggest focusing on the answers to three questions:
1- What is he thinking?
2- What is he feeling?
3- What does he want?

Chasing the answers to those questions during your discussions will keep your focus on the person and feed your curiosity constantly.

And one final word…You can be sure that it will not be easy at the beginning. That is why it is essential to use and follow the process of the GROW tool. It helps a lot to gain fluidity. And please remember that coaching is not something you do to people; it is something you become.