This would be followed by steps the manager took to fix these mistakes, like call rehearsing and early-stage research into the prospect’s background, business, position, and pain points. There are two goals here: support reps with relatable stories so they know they’re not struggling alone, and let them know there are ways to address and overcome challenges.įor example, a seasoned manager might share details about their first failed sales call as a cautionary tale – highlighting poor preparation, aggressive posturing, and lack of empathy during the conversation. These anecdotes should be authentic, revealing fault and weakness as much as success. The best way to start is by sharing personal and professional stories. This allows the individual to be open about performance challenges. Build trust with authentic storiesįor sales coaching to work, sales managers must earn reps’ trust. The level of comfort required for sharing in these scenarios can only exist if you don’t jump to judgment. If necessary, ask for clarity so you fully understand what’s affecting their state of mind. When the rep is done sharing their reflection, Richardson suggests restating the main points to ensure you’re on the same page. “Questions like, ‘How did it go?’ and ‘What was it like?’ are good first steps. “I like to ask open-ended questions about the past week,” she said. Lori Richardson, founder of sales training company Score More Sales, advises managers to address this head-on by asking reps about their wellbeing during weekly one-on-ones. Also, be clear about when reps should be checking internal messages and when they can sign off. Set clear work hours and urge reps not to schedule sales or internal calls outside of these hours. You can alleviate this in a couple of ways.
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