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In sales, it is much easier to gauge the performance of your sales team using metrics and data collected. To really be invested in their performance and job, it is important to help sales reps understand where they stand in the big picture. It can be easy for sales managers to treat sales team members purely on results and on statistics.
If you are interested in learning more about sales coaching, purchase the Sales Transformation System book which is available on Amazon. He has a career in business development and management spanning twenty five years during which time he has been a top performing director , established and run courses on sales and management within the many varied business sectors and trained at a number of top management colleges.
He specialises in business development and Management training and coaching to a wide variety of Different Sectors. He is a authorized sales consultant for infoteam a widely respected Business management sale process and methodology.
Many assessment outputs stop with the recruiting process, but from early on, the CTS Sales Profile has contained coaching instructions. The Sales Coaching Report begins by listing the Basic 9 Traits and the candidate’s scores for each trait. The last eight pages of the Sales Coaching Report analyzes candidate scores to create coaching tips.
That is, until we conducted extensive research that revealed the new coaching frameworks in the best-selling book, Cracking the Sales Management Code (McGraw-Hill 2012). There is nothing inherently wrong with the coaching models that we’ve been taught to date. The first issue with these traditional coaching models is that they aren’t tailored to the sales force. A bigger issue with traditional coaching models, though, is that they are designed as point-in-time interventions. However, that pause button limits the usefulness of those models in driving sales performance.
For example, if a rep chooses to increase their volume of prospecting for new customers (an Activity), then it’s reasonable to believe that they would acquire more new customers (an Objective).
Second, despite having only three components, the AOR framework is actually more robust than other models with longer acronyms. But our real issue with traditional coaching models is that they are designed solely for occasional intervention. Sales managers and their reps leave alignment coaching discussions with action plans filled with activities that will lead to success.
Our study of management best practices discovered that there is no magic to integrating periodic alignment into a daily execution – You just have to do it. Therefore, a new model emerged for execution coaching – embed the key Sales Activities in a formal Management Rhythm with Structured Conversations.
When we combine that AOR alignment model with the ARC execution model, we form a comprehensive coaching framework that ensures both alignment and execution. Jason makes a fine point about breaking down salesperson-manager conversations the core components of Objectives, Results, and Activities.
For example, common sales activities related to objectives and achieved results are setting appointments, persuasive language in meetings, and asking for the business - just to name a few.
In only sixty minutes of your time, you'll discover a power-packed program that will help you guide your sales team to greater productivity, performance, and goal achievement. With what you'll learn here, you'll be better equipped to motivate, inspire, and coach your team to greater on-the-job satisfaction and success. In just a one hour workshop, you'll gain sales coaching tips and techniques to help your sales team overcome obstacles, set goals, and boost performance, while helping them take responsibility for their own success. Who Will Benefit Sales managers, sales supervisors, team leaders — anyone who is responsible for guiding, motivating, and training sales personnel will benefit from this webinar.

With a quality CRM in place, you can even monitor performance in real time, and look at where certain salespeople are not performing. Setting targets in terms of sales is all well and good, but look at the past performance of each team member, analyse where they can improve, and offer rewards and credit when they achieve the goals you set them to increase their performance in certain areas.
This approach will however reduce commitment and productivity as people don’t feel valued for the role they play. That’s because, with many years of sales experience, we recognized how coaching increases performance and retention.
For example, low detail-orientation and high goal-orientation are traits in many sales positions. Each page corresponds to thoughts generated by one of the candidate’s Basic 9 scores. And until we deployed those frameworks in several Fortune 500 sales forces and witnessed the extraordinary impact of real-time coaching. They are all intended to help a manager and rep step back, assess the big picture, create a plan for improvement, execute that plan, and assess the resulting outcomes.
Any manager in any organizational function could use these models to coach their direct reports. Coaching should actually take place within the context of those calls, deals, and accounts – Not high above them. Without it, workers churn their feet with their heads down and travel along their current path that might be leading them to failure.
It contains only three discrete components that must be aligned: Business Results, Sales Objectives, and Sales Activities. And if they capture more new customers, we would expect them to generate greater revenue (a Result). That is, begin with a desired Result, select an Objective that will get you there, and identify the Activities that will help you accomplish that Objective.
Traditional coaching frameworks tend to move straight from Results to Activities, skipping the critical step of Sales Objectives. And while periodic alignment is absolutely necessary, those models don’t follow the salespeople into the field. One that will bring the aligned activities to life to ensure that the results are attained.
The best coaches we’ve observed are very deliberate in setting aside time in their schedules to have conversations on execution. The best coaches keep the conversation laser-focused on the activities that came from the alignment discussion.
We (very cleverly) call this the A-R-C model of coaching, which ensures that the A’s of the Activities-Objectives- Results alignment conversations do follow the reps to the field in a deliberate and predictable fashion. The acronyms might not be as catchy as GROW and CIGAR, but they are specific to the sales force and integrated into the day-to-day doings of sellers. Gone are the inspirational images of coaching where the urgent things suddenly give way to the important, and intermittent conversations somehow find their way into daily activities.
They are responsible for developing sales strategies, building and nurturing client relationships, and closing the sales that generate revenue for your business. This exciting webinar offers a wealth of coaching skills, strategies, and techniques you can put to use instantly.
You'll learn countless ways you can boost energy and enthusiasm while toning down the stress levels and frustration factors that come with sales. What you learn in class will give you the tools and techniques you need to bring out the best in your sales team.
Whether they are struggling to get a second call with a lead or are failing to close, you can identify issues early on and talk to them and improve their performance.
An increased commitment through greater alignment of goals will improve the workplace environment and develop a company culture.

Appreciate what each person brings to their role and if possible involve them in the decision making process when changes are made within the sales system that has been put in place. Most great sales managers recognize that recruiting is half the battle for production and low turnover. The Sales Coaching Report also shows sales performance traits that are derived from a combination of the Basic 9. For example, sales managers learn how to handle someone with a high recognition drive or someone with a low assetiveness.
They are intended to force deliberation so the salesperson can objectively re-evaluate their path to success.
Sales coaching needs to be a daily occurrence that improves the quality of a sales rep’s activities, so the impact can be felt in real-time. For example, if the seller needs a certain amount of additional revenue to make their quota (Result), you need to decide how many new customers they need to acquire to get there (an Objective). For example, if their sellers agreed to acquire new customers through increased prospecting activity, then the manager sets aside time to plan upcoming prospecting calls and qualify new opportunities.
Instead, intermittent conversations actually do find their way into daily activities in a structured and predictable way. As the critical force behind your organization’s success, your sales team depends on your support, training, and leadership. Coaching requires knowing people as individuals and then coaching them differently within a company’s sales process. Science tell us that certain amounts of each trait create a personality for high-performance sales. High recogniton drive combined with high deadline-motivation helps produce a prospecting personality. They help sales managers and reps assess their current performance and align their future activities with desired performance. When it’s time for managers and their sellers to reconsider the right path to success, they need more than a generic acronym.
Simply stated, Sales Activities lead to the accomplishment of Sales Objectives, and Sales Objectives lead to attainment of Business Results.
And given that number of new customers, you need to determine how much more prospecting they need to do to win those customers (Activity).
As a salesperson, would you rather discuss Goals, Reality, Options, and Will, or Business Results, Sales Objectives, and Sales Activities? Understanding the Objective is an important stepping stone to identifying productive Activities.
They realize that if they don’t institute a formal management process (or rhythm), they will quickly fall into a reactive world where all the important stuff is pushed aside for the urgent.
If the sellers agreed to grow their existing accounts through better account planning, then the manager sets aside time to review and discuss account plans.
Our one-hour webinars are all about results, and we've gathered today's "best of the best" coaching techniques into easy-to-use, hands-on tools that are proven to work in real-world situations.
By knowing these, you can make decisions based on the strengths and weaknesses you see relative to the sales position. The report then points out strengths and challenges and includes bulleted coaching recommendations.
The more tactical and familiar you can make the alignment discussion, the more like it is to become a reality. Sales managers enjoy a clear mind regarding how to proceed with teaching and training their salespeople.

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