Training Industry Magazine - March/April 2020 - 22

and the top performers have minimal
gains in production with coaching. This
is not a surprise as the top performers
are already high achievers, and the
bottom performers may simply not be
on the right career path.
One factor in determining the success
of a sales coaching program is the
level of formality and regularity
enforced by the organization. Some
organizations have a more informal or
random approach to sales coaching
- coaching happens whenever the
opportunity arises.

MANY ORGANIZATIONS
ARE STUCK IN A
PATTERN OF DELIVERING
THE SAME TRAINING
BUT EXPECTING TO SEE
BETTER OUTCOMES.

A best practice is adopting a more
formalized process and coaching
schedule. The strongest results
come from integrating dynamic
coaching components that tailor the
coaching practices to individual or
segment-specific needs. Dynamic
sales coaching showed double digit
improvements in sales performance on
both quota attainment (21.3%) and win
rates (19.0%) over the study's average.

HOW SALES COACHING CAN
ENHANCE SALES TRAINING
So how can we utilize the performance
results from sales coaching to improve
retention rates and impact from sales
training initiatives? Sales coaching can
build on sales training efforts to drive
sustainable performance improvements.
Here are some best practices on
how to incorporate sales coaching
practices into a sales training plan to
drive success:
1 | GET EARLY SALES MANAGER
BUY-IN

Training only pays off when sales
managers are invested and actively

| 22

engaged in helping achieve business
objectives. Organizations need to
ensure that managers not only buy
into the vision but are committed to the
ultimate success of the training initiative.
The first step is to build relationships
with them and make sure that they
understand the business goals the
training seeks to achieve. How will
this help them in their role as a sales
leader? How will this benefit the
organization as a whole?
A key success factor is getting the
managers involved early on in the
process, especially for new initiatives.
A successful practice is to get them
to provide input and help shape the
program. Listen to their feedback,
integrate their suggestions and ask
them what they would need to make
this initiative a success.
Managers are more likely to buy into a
program that they helped design. This
partnership and buy-in will be critical
during the execution and evaluation
stages of the training initiative.
2 | TRAIN THE MANAGERS ON
HOW TO COACH

Not every sales manager was promoted
based on their ability to coach others
but rather on their ability to sell and
drive revenue. And many managers
don't receive the training they need,
because organizations overlook the
importance of sales manager training.
According to Harvard Business
Review, there are two main reasons
why organizations overlook sales
manager training. First, some sales
leaders believe that, because sales
managers were once successful
salespeople, they should be able to
manage salespeople effectively based
on natural instinct. Second, some sales
leaders lack the business justification
to warrant a formal program because
of the expense.
Many sales managers believe that if
they are meeting with and managing
their team members, they are coaching
them. But managing is typically a oneway street while coaching relies on open
communication by both parties. The key

element of success in any coaching
practice is the manager's ability to listen
and guide rather than direct.
Manager training should include
learning how to coach. One of the
world's most popular coaching models
is the GROW model. This model is often
used for problem solving, goal setting
and performance improvement. GROW
is comprised of four elements:
*	 Goal - What do you want to achieve?
*	 Reality - What is the current reality?
*	 Options - What are the available
options?
*	 Will - What action will you take?
Sales managers need to understand
the key elements of coaching in order
to help reinforce a change or drive


https://www.aberdeen.com/cmo-essentials/lets-make-a-deal-best-in-class-sales-training-can-shorten-your-sales-cycle/ https://www.aberdeen.com/cmo-essentials/lets-make-a-deal-best-in-class-sales-training-can-shorten-your-sales-cycle/ https://www.hbr.org/2019/03/why-new-sales-managers-need-more-training https://www.hbr.org/2019/03/why-new-sales-managers-need-more-training

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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