When you watch the news these days, it seems like all you hear is Russia, Immigration, North Korea, FBI, DOJ, liars and leakers, and the latest celebrities to be disgraced by their behavior. You would think there wasn't anything else going on!
You might be having a similar experience with my recent articles as I have been sharing lots of data about salespeople - to the degree where you might think that nothing else matters.
Today we're diving into sales management and specifically, the Sales Management Coaching Competency. What you read will surely disappoint and shock you and might even cause you to puke in disgust.
Many sales experts have been talking about how important it is for sales managers to not only spend 50% of their time coaching, but for that coaching to be impactful as well. Sales managers should be coaching to opportunities, and coaching on strategy, tactics, and pipeline. They should be coaching up their salespeople and they need to be great at it. But is any of this actually taking place? Let's take a look.
We'll be digging intoObjective Management Group's (OMG) data from the evaluation of nearly 1.8 million salespeople, sales managers and sales leaders. For this study, I have mined the data from the most recent 9,000 sales managers to be evaluated along with their teams.
The first table shows the percentage of sales managers who are strong in the Sales Coaching Competency arranged by Sales Management Quotient.
I'm sure you can easily see for yourself that outside of the top 3 percent of all sales managers, expecting sales managers to be effective at sales coaching is pretty much a pipe dream. Only 10 percent of all sales managers are any good at coaching and most of them come from the strongest 15 percent.
Does it get any better when you look at the frequency of coaching? According to the salespeople who report to these sales managers, the majority of the coaching that takes place is on demand. The next table shows that when salespeople don't ask for help, few sales managers proactively provide frequent coaching with "never" being the third most common scenario following on demand. Only 10 percent are getting the daily or multiple times per week coaching we would hope for. Could that 10 percent be reporting to the 10 percent of managers who are good at coaching?
We asked these sales managers how much time they spend on coaching and the next table shows just how grim the coaching situation really is. Read this table from the bottom right and up where you can see that 63% of all sales managers fall into the weak category and slightly more than half of those managers are spending no more than 10% of their time coaching.
24% of all sales managers fall into the serviceable category and 70% of them are spending no more than 20% of their time coaching. Of the remaining 13% (elite and strong) of all sales managers, just under half are spending no more than 30% of their time coaching.
After all the preaching, teaching and beseeching, not much has changed in 10 years. Sales managers aren't spending nearly enough time coaching their salespeople and when they do, the coaching is pathetic. I recorded this 2-minute video to share my thoughts about the practical reality of widespread lousy sales management.
There are a several reasons for this:
- Many of these sales managers maintain personal sales and their commissions far outweigh their sales management compensation and they don't have the time nor do they want to make the time for coaching.
- They think that coaching is what happens when they do a ride along or listen in on a phone call.
- They think that telling a salesperson what to do, helping with pricing or specs, or asking how a call went is coaching
- They aren't able to execute the single most important and effective element of sales coaching - the role play.
There is an important discussion taking place here on LinkedIn on this article and in the comments, Barbara Giamanco suggested adding three additional reasons to the list:
- Managers are not given training in how to coach. Since they don't know how to effectively coach they either - don't do it, or do it badly. Plus, it is highly likely that they aren't being coached by their boss either.
- There isn't a coaching culture that provides the foundation for giving managers the time needed to invest in coaching well and often. In other words, senior leadership doesn't buy into the importance of coaching.
- The managers themselves don't see the value, so they don't do it. Like so many things we see in sales today that haven't changed, people seem to keep defaulting to what they've always done even if it isn't working.
I've written a lot about effective coaching. Here are five of the best articles:
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