Learn what being a member does for you
The Seller Styles
Learn the styles and take your free assessment
See a summary of all our programs and certifications
Certified Professional Sales Person (CPSP®)
Develop your potential as a certified sales professional
Certified Professional Sales Leader (CPSL®)
Grow your impact as a certified sales leader
Learn foundational sales behaviors, strategies, and skills
Power of Contact Marketing
Learn from marketing expert and author Stu Heinecke
Join the top 1% of sales professionals in the world.
Next Level Virtual Coaching
Join our ongoing dynamic virtual coaching community
Explore job postings from some of the best companies in the country looking for sales professionals
Daily Dose of Influence!
Enjoy our video series of influence tips and strategies
Leads To Growth
Dig into our podcast featuring industry leaders and experts
Learn from our high-level sales coaching video series
Women of Sales & Influence – Facebook Live Series
Be inspired by our Facebook Live series spotlighting top women influencers
Women of Sales & Influence – Video Blog
Enjoy valuable, high-level sales strategies to empower your sales goals
The Growth Quotient
You’ve heard about IQ, but what is your GQ?
Our Commitment to You
We are here to help your approach to sales, how you interact with others, and how you perform and execute
NASP Sales Blog
Learn from our member-submitted articles for sales professionals
Write For Us
Share your sales expertise and insights with our community
About Our CEO
Standards of Conduct
Common Questions and Answers
However, repeated studies have shown that training alone is not enough. Newly acquired skills need to be reinforced through coaching, which should be delivered by sales managers and other sales leaders continuously. So how can a company plan for effective sales coaching, in order to make sure they achieve their goals?
The Importance of Coaching
Training is extremely effective in teaching salespeople new techniques, but old habits quickly resurface. A study carried out by the Xerox Corporation found that as much as 87 percent of desired skills change was lost without reinforcement through coaching. Essentially, that means 87 pence of every pound spent on training is wasted.
“Without coaching, very few people can maintain a newly acquired skill,” explains Neil Rackham, author of The Coaching Controversy. “Most salespeople try out the new skills for a few calls, find that they feel awkward [and] go back to their old ways. Coaching is the only cost-effective way to reinforce new behaviours.”
Creating a Coaching Culture
Having established the importance of sales coaching, it is similarly crucial to create a coaching culture within a company, which serves to make sure that any training is reinforced. Unfortunately, this type of sales culture is rare and a number of common problems exist, including:
* Sales managers and leaders who do not want to coach
* Sales managers and leaders who do not have time to coach
* Sales managers and leaders who do not have the necessary resources to deliver effective coaching
In order to create a positive coaching culture, it is important to reward those who deliver effective coaching, whether that be through recognition, internal awards, financial compensation or promotion. Similarly, it is paramount that leadership roles are only occupied by those with an interest and aptitude for coaching.
Many salespeople perform well in their roles, but have no interest in coaching, or no real ability to coach. There is nothing inherently wrong with this, but these people should be kept where their strengths lie, as salespeople. Leadership positions should be assigned to people with the required attitude and skill set.
One of the most essential aspects of planning for more effective coaching is defining expectations and making sure that definition is understood by everyone in the organisation. Sadly, it is extremely common for people within the same company to have vastly different opinions on what constitutes good coaching.
For example, a survey conducted by Scott Edinger found that sales leaders typically rate their coaching efforts and abilities highly; somewhere around the 80th percentile. Yet, the coaching efforts of those same sales leaders are rated much lower by their subordinates, who typically place them near the 40th percentile.
This lack of consensus can be attributed to the differing expectations amongst sales leaders and their subordinates. Planning for more effective coaching requires getting everyone on the same page.
A coach should be able to observe salespeople and provide feedback. They should also be able to help salespeople establish goals and assist them with techniques to reach those goals. Furthermore, they should be able to provide guidance, supply examples of best practice, offer motivation and reinforce lessons learned from training.
Once these duties have been clearly defined, it becomes a lot easier to implement an effective coaching strategy.
About the author