If there’s nothing else to do, salespeople should default to prospecting. That’s a pretty decent rule of thumb, one we’ve all heard more than once. After all, effective prospecting is the key to keeping the pipeline full and sales results consistent.
The sales industry has a leadership problem, and it’s bigger than we think.
I spend a lot of time with sales managers, at all levels. Too often, I hear the lament, “I don’t have the time to coach!”
Sales coaching is a critical function of a sales team, yet it’s often treated like an afterthought. Coaches are expected to act like they were born knowing how to coach (which they were not). And, they’re expected to do so within an environment that is constantly changing and often largely remote.
“As goes the manager, so goes the team.” This common sales industry expression is actually more true than we realize, according to Carole Mahoney, author of Buyer First and founder of Unbound Growth.
When we talk about sales coaching, most often we think of a sales manager offering advice, suggestions, and assistance to a member of their sales team. But this type of coaching is only one layer of an effective coaching system.
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