Avanti Entrepreneur Avanti Entrepreneur Magazine Fall 2017 | Page 13

introduction of the manager usually should
be done in a low-key manner. If he or she is
unknown to the prospect, simply introduce
the manager as an associate of the salesman.
On coaching calls, the sales manager learns
the most about how a sales person performs
on his or her day-to-day calls. As a result, it is
where the sales leader can offer the most.
But that is true only if the coaching call is
conducted properly. That is often tough for
the sales leader to do.
Even if the sales person is “blowing it,” it is
critical that this type of call is conducted
solely by the sales person.
After the first coaching call, the salesperson
will usually want to know how he or she
did. But sales managers must resist doing a
debriefing at this time. Instead, suggest that
five or six more calls be made. Once they are
all completed, the sales leader should sit with
the salesperson and debrief. Identify those
things that went well and share them with
the salesperson. At this time, also identify
what could be done better.
Rather than weighing down the sales person
with too many suggestions, pick one or two
that hold the greatest opportunity to increase
his or her success. Discuss these two items
thoroughly, suggesting specific actions for
improvement.
You can’t be helpful if you don’t know what’s
going on in the field. It’s not a control issue —
it’s an information issue. Get in the practice
of taking notes on each account executive you
work with.
Start accumulating information about the
account executive and his or her customers
and prospects. Let each salesperson
know your purpose-to help them grow
professionally, and to grow their production.
BEFORE YOU START
Two basic points are important to make
before going on sales calls with salespeople:
FUNDAMENTAL #1
Give plenty of advance notice. Surprise visits
to the field are not appreciated by your sales
team and imply a lack of trust. Set up your
schedule at least a week in advance.
FUNDAMENTAL #2
Go with a plan. Don’t say to the salesperson,
“Well, what should we work on this time
out?” Instead, review your prior notes,
current production, and call report, and
then state where you think it is best to
focus. Always solicit feedback and agreement
from the salesperson. Remember that if
you demonstrate that you are doing your
homework, salespeople will be more prone to
do theirs.
Let’s build on those fundamentals by
establishing some guidelines to help keep
your calls focused:
Begin by reiterating the objective of the
day’s calls. Be sure to show how your current
objectives will fulfill the salesperson’s overall
game plan.
1) Build on the last coaching session. Review
with the salesperson what you each agreed
upon, and what got completed during the
previous call. See if anything needs to be
changed or discussed before setting out.
6) Practice being a keen observer. Develop a
mental checklist of what you are looking for,
so you can avoid taking notes during calls.
Make quick bullet notes in the car between
calls. Focus on the primary changes to be
suggested. The list could include:
•
•
•
•
•
•
Greeting
Questions salesperson asked
Questions prospect asked
Percent of time talking versus
listening
Use of benefit statements
Ask for business
7) Remember your purpose, and never take
over a call. If you do that, your relationship
with the salesperson is on the way to
destruction. Your primary reason for being
there is training; not seeing how much can
be sold.
8) At the appropriate time, depending on the
type of call, describe what you observed. But
remember:
•
•
•
Focus on one or two specific items
Let the account executive talk
Agree on what can be done differently
4) Make the first call as positive as possible.
Your presence increases the tension, so make
this as easy as you can for the salesperson. 9) At the end of the day, get overall agreement
on what the account executive is to do and
what you will do to help. Write it down.
When giving feedback to the salesperson, ask
yourself: What do I want to communicate?
Where do I want to focus suggested changes?
How can I communicate this information
so that the salesperson will be receptive to
it? What specific solution or goal may I offer,
and how may I assist the recipient to achieve
his or her goal?
5) Before each call, ask about the purpose.
There should be a specific goal on every call,
and a specific approach for each one. Know it
before hand, so you can better assess the call
later. Jack Daly is an industry expert in the
field of Sales and Sales Management
training. Learn more about Jack at
www.jackdaly.net
2) Let the account executive do the
scheduling. If you are being “set up” with
calls only to his or her best customers, you
will know soon enough-and can correct
accordingly.
3) Agree on the type of calls. Will they be
training? Joint? Coaching?
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