32 years ago, back in the winter of 1989, I experienced one of the most memorable weeks of my life.  I attended Red Sox Fantasy Camp where campers like me, all greater than 30 years old and most a LOT older than that, were treated to an incredible baseball experience. The way we were treated, what we experienced, the uniforms we wore, the schedules we kept, the baseball games we played, the coaching, the practicing, the work, the game against the former Red Sox players, and the off hours camaraderie were all supposed to mirror the life of a professional ballplayer.  The fact that we were not professional baseball players, and some weren't baseball players at all, made it even more enjoyable. Relationships were forged, unforgettable memories were made, and the week was a source for endless, hilarious stories!  And this was fifteen years before I wrote the best-selling book Baseline Selling!

My regular readers are probably thinking, "Huh - a baseball post about Dave instead of Dave's son!"

I brought up the Fantasy Camp experience because it's not all that different from what participants experience when they attend my Sales Leadership Intensive (SLI).  For example, last week I led a private SLI for a company with around a dozen sales leaders.  In their follow-up comments they used words like, "enjoyable," "challenging," "informative," "great sessions," "looking forward to more," "enjoyed tremendously," "lot to absorb," "great content," "good investment," "great examples," "great techniques to adopt," and "very valuable."  Those comments were extracted from their very first sentences and they all had trouble limiting their takeaways to just the ten I requested.

The enthusiasm for the training was not unusual because I used my own Fantasy Camp experience as the model for content creation.  I wondered, "Why can't sales and sales leadership training be just as enjoyable, stimulating, challenging and memorable as my camp experience was?"

Do salespeople report up to you?  Do you get frustrated with half to three quarters of them?  

Is it a good day when a new opportunity is added to the pipeline?  Is it a better day when they close a new piece of business?  Do you wish you could double or triple the amount of activity, number of opportunities and deals that close?

Are they generally good people and you feel like they don't deserve to be terminated?  Do you like them too much to give them an ultimatum?  

When you try to coach them, do you get frustrated because they say they understand but when they talk with a prospect or customer they don't do what you coached them to do? 

Do you think it's you?

Have you resigned yourself to the fact that they aren't going to improve?  When you look at it objectively, are they helping your competition more than they are helping you and your company?  

You're not crazy and it's not you - at least it's not your fault that you haven't been able to fix them.  The data from Objective Management Group proves that from the 1,894,193 salespeople that have been assessed and/or evaluated in 21 Sales Core Competencies, 50% of them just plain suck and another 25% are merely serviceable.  In other words, it's exactly what you probably have on your sales force today.

One of the reasons your salespeople can't do the things you ask and suggest is their Sales DNA.  If it's weak, and it probably is, there can be as many as six major weaknesses that prevent them from executing sales process, methodology, strategy and tactics.  That makes it nearly impossible for sales managers who don't know or understand the role of Sales DNA to coach up their salespeople.

You might be one of the sales managers or sales leaders who fall into the 93% that don't coach enough and don't coach as effectively as required.  Since you're in the majority, there's nothing to feel bad about.  You simply haven't been shown how to make coaching salespeople a magical experience.  But it doesn't have to be that way.  There is help available and I would like to personally invite you to attend the magical two-day event that will change everything, show you how to fix your salespeople, change your life and increase your earnings.

Attending this program will get you a 28% increase in sales - quickly and easily - by applying what we teach and demonstrate.  We will show you the magic ingredients to effectively coach your salespeople each day.  What would a 28% increase in revenue mean for your budget, earnings and career?  Watch this video.

Follow in the footsteps of the hundreds of sales leaders who came before you and join us for two days on November 13 and 14 in Jersey City.  Learn more here.

We hope to see you there!   Bonus for my readers! Use this link to register and save $100!

One of the challenges that sales managers have is their trepidation around transitioning from very little coaching to daily coaching; and at the same time, moving from coaching light (ineffective coaching) to coaching pro (effective coaching).  Why?  They aren't masters of role-playing and role-playing is one of the primary tools to demonstrate best practices and how effective sales conversations should sound.

As I suggested to a pair of sales managers today, there is an intermediate step they can take.  You can use the following approach to coach to any selling competency but this example helps your salespeople who need to take a more consultative approach.

This is easy - you can do this.

After a salesperson completes a sales call ask, "On a zero to ten scale, with ten being a very consultative conversation and zero being a very transactional conversation, how would you rate your performance?"

They won't say zero because they're supposed to be taking a consultative approach. They won't say ten because they didn't actually take that consultative approach.  They'll respond with a number between four and six.  You're off and running! 

Next you can ask, "Why did you rate yourself a five?"  This causes them to be somewhat introspective about their conversation. "Because I didn't do everything I could have done."

Ask, "What could you have done better?"

Assuming that they answer and identify something they believe would be more consultative, you can ask why they didn't do that.  This is when you'll probably hear something about being uncomfortable and discomfort is where the real coaching takes place.  

"I was afraid to ask that because I was worried they wouldn't like me" (Needing to be Liked is a component of Sales DNA)

"I was uncomfortable asking that because it's not polite to ask about money" (Conditioning that Talking about money is not polite is a component of Sales DNA)

"I was uncomfortable pushing back because I understood their objection" (Understanding means there is a self-limiting belief - a component of Sales DNA)

"I was uncomfortable challenging their outdated thinking because I was worried about how they might respond" (worry means they were emotional - a component of Sales DNA)

In order for you to coach up your salespeople, you'll need to help them push through their discomfort and overcome weaknesses in their Sales DNA.  You should encourage them, give them permission to fail, remind them every day that it's OK if something bad happens, and when they do that which is uncomfortable, praise them and point out that they survived.  Never reprimand for doing something they were uncomfortable with when it yields a negative result.

Look at that - you're actually coaching!

As I mentioned at the outset of this article, this is an easy way to ease into coaching, but this is not a coaching best practice by any stretch.  This is not how you coach up salespeople.  This is not powerful, impactful coaching where your salespeople can't wait for more.  This is simply a starting place.

Would you like to learn how to conduct powerful, impactful, meaningful coaching of your salespeople?  Join me for my March Sales Leadership Intensive.  You can't get better training on how to be an effective sales coach.  Watch a video testimonial.  Watch another video testimonial. Watch me talking about the event from :20 to 1:22 in this video.  Register and save $100.

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In my last article I shared the top 8 requirements for becoming a great salesperson.  Wow, did that resonate with people and there was a great discussion about it on LinkedIn.  In addition to that, I received a number of emails asking, what are the requirements for becoming a great sales manager?

I'll share those in a moment but first, since they were so popular, a few more "do you remember the first time" questions:

Do you remember your first cell phone that didn't need to be plugged into a roof-mounted antenna or, a little later, the first cordless phones for your home?  Do you remember the first car that allowed you to use Bluetooth instead of holding the handset?

Do you remember your first "portable" computer?  For most people it was a laptop but mine was a Kaypro CP/M based transportable computer that weighed about 15 pounds circa 1984 which I replaced with a Panasonic laptop, with 20 MB of storage circa 1987.

Now for sales management.  Do you remember the first time you coached a salesperson and they told you how helpful your coaching was? Do you remember the first time they asked how soon they could come back for more coaching?  Do you remember when all of your salespeople felt the same way about your coaching?  Do you remember the first time you coached a salesperson on an opportunity they were unlikely to win and they won it because of your coaching?  Do you remember how the rush from coaching a salesperson to a win was greater than the rush you used to get from your own wins?

Of course you don't.  92% of sales managers simply aren't that far along yet.  After all, it's been less than a decade since it became fashionable for sales managers to spend at least 50% of their time on coaching.  For comparison, consultative selling was introduced in the 1960's, was mainstreamed in the 1980's, and is the foundation of most sales training being delivered today. Despite that, only 17% of all salespeople have the consultative selling competency as a strength.  See OMG's statistics for all 21 Sales Core Competencies.

What are the 8 most important requirements for being a great sales manager?

You might be surprised but they are the exact same 8 that I shared for salespeople because you can't become a great coach of salespeople without those 8.  Sure, coaching requires some additional skills but if you can execute on the 8 already listed, you can learn to become a great sales coach.

What else do you need?  Here is my bonus list of 5 additional requirements to become great at coaching salespeople:

1. Post-Call Debrief - this is a structured debriefing of a call or meeting that has already taken place with the goal of determining why it ended the way it did, which skill gap was was involved, and what in the salesperson's Sales DNA might have caused the skill gap.  This is followed by lessons learned and an action plan
2. Pre-Call Strategy - this is a structured discussion of an upcoming call or meeting where the salesperson must identify goals for the call, desired outcomes, potential challenges, how those challenges will be addressed, and share how that conversation will sound.
3. Joint Sales Calls - where the sales manager observes the salesperson and provides real-time feedback.  
4. Role-play - this is the scariest and most difficult part of coaching and without a willingness to jump and and play any scenario in any stage of the pipeline with any level of decision maker against any competition with any objections is key.  Read more about my thoughts on role-playing.
5. Patience - Development occurs one day at a time.  You can't and won't coach your salespeople up overnight.  But you should be able to make them incrementally better each and every time you coach them.

So if you're not in the top 8% of sales managers who excel at these 5 bonus requirements, how can you develop mastery of them?

Each year, I open the door to non-clients so that sales leaders like you can attend my top-rated Sales Leadership Intensive.  We spend the better part of 2 days on the 5 bonus requirements listed above.  You will learn how to coach effectively.  You will learn how to coach with impact.  You will do some coaching while you're with us and receive constructive feedback on your efforts.  When you return to your office, you will be able to coach up your salespeople and can expect a 27% increase in revenue!  The secret to our success?  We teach you how to use role play as the primary method of demonstrating the conversation you expect your salespeople to have. We accomplish that by sharing 8case studies - powerful, recorded, real coaching conversations that we dissect, discuss, model and use those to help you develop mastery. If you would like to join us on March 19-20, outside of Boston, there are only 10 seats left as of this writing. You can learn more here.  If you wish to register, use the discount code DKSLIMAY17 at checkout to receive a $100 discount or follow this link to automatically apply the discount code.

Add your comment and join the discussion on LinkedIn.

Watch Selling Power publisher Gerhard Gschwandtner interview me about coaching in this 7-minute video.

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Explosive Growth.  Positive Momentum.  Better Morale. Greater Confidence. Improved Capabilities.

Wouldn't you just love using those phrases to describe your sales force?

We know from the data in this article that according to Objective Management Group (OMG), sales managers who spend at least 50% of their time coaching have salespeople who are 28% more effective.

We know from OMG's data in this article that sales managers who are effective at coaching have salespeople who are 16% more effective.

And we know from the same data that sales managers who spend at least 50% of their time coaching AND are effective at coaching have salespeople who are 49% more effective. 

That's 49% more effective!

So what would a 49% bump mean to you and your company and what will it take to get there?

For your coaching to have that kind of impact takes dedication and practice.  It's not easy.  But if you want to be recognized for the growth, impressive revenue bump, and subsequent increase in earnings, it is well worth the effort.

Let's work backwards.  Coaching is effective when salespeople consistently:

• Rave that the coaching was incredibly helpful
• Ask how soon they can be coached again
• Respond by doing exactly what they were coached to do and getting a positive result
• Discover at least 2 lessons learned from a coaching conversion
• Grow the quantity and quality of their pipeline
• Shorten their sales cycle
• Improve their closing ratio

And you will become an effective sales coach when you are able to effortlessly:

• Debrief recent sales calls by working your salespeople backwards through the call
• Punch holes in the information your salespeople provide
• Identify the two reasons (cause and effect) for each sales call that did not achieve the desired outcome.
• Role-play any scenario, at any point in the sales process, playing the part of the salesperson
• Provide your salespeople an appropriate plan of action to implement the lessons learned
• Hold your salespeople accountable for the changes they agree to

Those are two good sets of guidelines but guidelines alone won't be enough to transition you from where you are today to where you need to be.  It's all about how to be more effective and you can't learn that from a list.

That's why so many sales leaders attend my annual Sales Leadership Intensive.  I usually offer that annually in the spring but we sold out with a waiting list in May so we are offering a fall session this year.

It's two intense days with me and my team.  At least half of those two days are devoted to mastering the art of coaching salespeople. This is not material you have ever heard or learned before.  You'll also leave with a sales process, appropriate metrics and keys to holding your salespeople accountable to change.  The session is limited to just 24 people and there are 15 seats available as of September 15. 

This. Will. Work.

Clear the dates - October 29-30.

Learn more here.

Use this special link to receive a 30% discount when you register.

The event will take place west of Boston at our training facilities in Westboro MA.  The best nearby hotel is the Doubletree Hotel just a mile down the road.  I hope you'll join us!

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Sales Management is challenging.  With coaching accounting for 50% of the role, it doesn't leave much time for anything else.  Yet pipeline management, along with the ability to motivate, recruit and hold salespeople accountable are also required.  For many sales managers, those four activities simply aren't much fun.  But what if I told you there was a way to completely eliminate the need to manage the pipeline, motivate, recruit and hold salespeople accountable?  There is and I'm going to share it with you!

When 100% of your sales force is comprised of salespeople from the top 23% of the sales population, you won't have to motivate them because they are all self-motivated.  You won't have to hold them accountable either because they'll hold themselves to a higher standard than you would.  And because they will all perform, they will meet and exceed quota, goals and expectations so they won't need to be replaced.  That means you won't have to spend any time recruiting.

So how do you develop a sales force made up of only the top 23 percent?

Coaching.  Very easy for me to say but siginificantly more difficult to execute.

In this article I wrote about why sales coaching is so scary.

In this article I discussed why sales coaching is so difficult.

And this article explains why great salespeople struggle with becoming great sales managers.

Please read read those three articles.

Done? Then you probably know how you compare in the area of being able to utilize role-playing as a primary means to effective coaching salespeople.  Fewer than 10% of sales leaders can do this effectively.

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Half of the company's 20 salespeople have left voluntarily in just the last month and the CEO wants to know why everyone is resigning.  He wants Jeff, his sales manager, coached up and needs to recruit replacements.  He has tremendous urgency to get this moving and believes that Objective Management Group's (OMG) Sales Candidate Assessment will help him select good salespeople that will stick around.  But there is a hidden problem that the CEO is unaware of and even the most accurate and predictive sales candidate assessment on the planet - ours - won't overcome the issue.  It's worse than you can imagine!  It turns out that the sales manager is causing everyone to leave.

OMG had conducted a sales force evaluation a month earlier and the following issues were among dozens attributed to Jeff:

• His salespeople don't trust him, so they won't trust his intentions or his coaching advice.
• His salespeople don't respect him, so they won't perform for him or value his coaching.
• He doesn't have relationships with his salespeople, so they won't share their concerns with him.
• He has 86% of the attributes we look for in the Accountability Skill Set without complimentary Motivational or Coaching Skill Sets making him quite the task master/dictator.
• None of his salespeople are comfortable working for a sales manager that places tremendous pressure on them to perform.
• He only spends 10% of his time coaching, so there is pressure without any support.
• He does not know what motivates his salespeople.

Any one or two of these findings alone would not be the end of the world, but when one sales manager has all 7, you realize that Jeff is hated!  That's why the salespeople are leaving - and fast.

So here is the question.  Do you urgently work to train and coach Jeff before he blows up the rest of the team or do you find a replacement for Jeff?

Of course, it depends on the rest of the team, but in my experience, it would be crucial to eliminate Jeff from the equation and look for a replacement at the same time that you are replacing the salespeople that have already departed.  If you were to retain Jeff, and make the faulty assumption that Jeff could be fixed, you could lose the rest of the team while you are doing repairs and run the risk that he would alientate the sales candidates that are interviewing for the available jobs.  If your company is big enough and the community is small enough, word could easily get out that your company is not a very good place to work, making it difficult to attract good salespeople for years to come.  

The bigger question is, how was the CEO so completely unaware of Jeff's failings and the salespeople's immense dislike for him?

The combination of a hands-off CEO (as in unapproachable) and a powerful (remember the accountability skill set) sales manager create the perfect storm for a scenario like this.  It's crucial for CEOs to be visible, approachable, involved and committed to the success of the sales force and clearly, that was not evident at this company.

Sales Managers often fail to have the desired impact on the sales force.  In most cases, they have not been trained or coached to lead a sales force, rarely understand what is expected of them, lack the skills to effectively perform in the role, and don't have a clue how to get people to follow them, perform for them or grow.

If you are a sales manager, did you get the equivalent of four years of college to prepare you for your role?  If you are a Sales Director or VP with sales managers reporting to you, did you provide them with that kind of training and development?  If you are a CEO, do you have people in sales management roles who have not been adequately trained to have an impact?

I'll be hosting my annual, top-rated, Sales Leadership Intensive on August 27-28, 2015 in the Boston area.  Click here for more details.  It would be very cool to have you and/or your people there!

For more information on OMG's Award-Winning Sales Candidate Assessments:

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