Why sales coaching is so important & how to adopt a formal process

The evolution of sales coaching maturity

A lot has changed in the sales world in the last 25 years since we’ve been running our annual sales research studies. Technology, including AI, has revolutionized the daily activities of sellers and managers. The methodology for selling has shifted from product selling to solution selling to perspective selling. We’ve made our sales processes more formal, we’ve adopted sales enablement as a new discipline and we’ve expanded the boundaries of sales into functions such as customer success.

But one thing that unfortunately has not changed over the years is a lack of coaching formality. When we explore the maturity of sales coaching processes, we assess it on four levels.

The four levels we use to assess sales coaching maturity

1. Random means the coaching approach is left up to each individual manager.
2. An informal level of maturity means managers are exposed to coaching approaches and processes (often an introductory coaching class) but are neither expected nor supported in using them.
3. When training is accompanied by tools, reinforcement and accountability, then the sales coaching process is considered formal.
4. The most sophisticated approach, called dynamic, is when coaching is not only formal but also is integrated into a broader enablement framework, intertwined with seller training, capability-building and key initiatives.

Today, even after more than two decades of bemoaning the opportunity costs of incomplete or ineffective sales coaching, formality is lacking. In fact, more than 60% of 900 sales organizations surveyed according to our Korn Ferry research still use random or informal sales coaching processes.

Why are formal sales coaching processes lacking?

The missed benefit is striking. When you compare the levels of process against key operational metrics, there’s a clear pattern. Those with the highest levels of sales coaching formality are vastly more successful than their peers.

With such compelling data, why is formal coaching still in the minority?

1. It’s vague. “Sales coaching” is often mistaken to mean any time a salesperson and their manager have a business conversation. In reality, it’s a specific set of processes and behaviors and comes in a variety of forms, from developmental coaching to opportunity coaching and funnel management.
2. It takes time. In the B2B world, selling takes time and a series of conversations to help buyers make mutually beneficial decisions on how to solve their business problems. Similarly, coaching is a process that takes time, multiple conversations, interventions and practice. With managers spending more of their time internally, the time available to invest in coaching often suffers.
3. It’s hard. People are complex beings, and changing their behaviors, evolving their expertise and overcoming inertia takes skill, process and dedication. In contrast, issuing instructions and requiring compliance is comparatively easy. But the results are short lived.
4. It’s viewed as acceptable. Since this problem has persisted for so long, it’s seen as the status quo. Most sales managers are hired from within. Odds are they weren’t coached with a mature process, yet they’ve been promoted. This reinforces the idea that sales coaching is a nice-to-have, not a must-have.

Adopt more formal sales coaching processes

We’d love to reveal that we’ve found one easy-to-implement strategy to overcome these challenges. Instead, organizations need to assemble a range of strategies and tactics focused on making formalized sales coaching easier to execute:

Define an optimized process

Like any other process, the coaching process needs to be fully defined and optimized. What is the expected cadence of sales coaching? What inputs and outputs are expected? How will you judge success?

Utilize new sales technology to coach

New tools in the market can reduce the time required for managers to recognize patterns, diagnose coaching issues and send out early warning signals on funnels and opportunities. This leaves managers with more time to determine how to conduct the coaching and how to develop the salesperson.

Coach skills and methodologies

We know from our recent Korn Ferry Research that buyer expectations are driving sales approaches to become more perspective driven. Coaching should use the same approach as selling, offering insights, reframing possibilities and exposing new solutions. Managers should model the skills they expect their salespeople to use in sales conversations.

Coach sales with data

Most sales organizations focus coaching on lagging indicators such as revenue recognition or bookings. Arming managers with better data on leading indicators will allow them to influence the future instead of just rehashing the past. Which opportunities are in danger of stalling? What behaviors are lacking?

Create a sales talent strategy

Not all sales managers have the right set of traits and competencies for coaching. Yet many organizations don’t accurately assess for these key indicators when they decide to promote a salesperson into a management position. Be sure that you’ve calibrated your manager hiring profiles and assessments for your current environment. Need more tips on measuring talent? Read our article here.

Build a culture that encourages sales coaching

Sales coaching becomes a deeper part of the manager’s routine when the culture supports continuous development. Consider your development approach and language as well as what you celebrate. If you don’t value development, then coaching will be perfunctory or reserved for performance managing people out of the organization.

Informal sales coaching is a problem that has been festering for 20 years. You aren’t going to solve it overnight or even in a quarter. But by implementing a few of these improvements, you can start heading in the right direction.

Questions to ask and answer while adopting a sales coaching process

• Does your organization have a commonly agreed-upon definition of coaching?
• How formal is your sales coaching process?
• What impact does coaching have on your results? How do you know?
• What percentage of time do your sales managers spend on coaching?
• Are your managers equipped with the tools, processes and skills they need to execute?

FInd out more about our sales coaching training program or contact us today.