Preparing to Coach the High-Effort, Mixed-Performance Sales Rep
Coaching sales representatives should be a key component of frontline sales leaders’ responsibilities and remain distinct from more administrative and strategic functions such as forecast reviews and territory planning. With various job requirements competing for their time, leaders need to prioritize which reps to focus on. Those whose performance has been inconsistent yet have demonstrated a desire to improve represent an archetype that should be given a disproportionate amount of attention. Before developing a coaching plan, leaders need to conduct an objective assessment as to why the rep’s performance level has fluctuated and prepare accordingly.
The Primary Reasons Why Such Reps “Disappoint”
To improve the future, it’s critical to have a clear understanding of not only the present but also the past. Doing so should begin with reflecting on the hiring process for the rep in question. While it’s not easy to assess a prospective hire’s likeliness to succeed with one hundred percent accuracy during interviews, once they’ve been in the field for some time, a seasoned manager should be able to evaluate performance in the context of what their near and long-term expectations were upon extending an offer. Was the rep someone whose profile put them in the “safe bet for immediate success” category upon extending an offer, or were they someone who demonstrated strong potential if provided with proper support and development? Accurately recalling which bucket they fell into is an important starting point prior to delving into the details of what needs to change.
While a positive attitude and strong work ethic are highly correlated with one’s degree of coachability, it is important to recognize that effort level, particularly when measured primarily in terms of activity metrics, can be misleading. If a rep prospects heavily but lacks effective outbound communication and discovery skills, they may simply be doing a lot of the wrong things. Particularly in the modern selling environment that requires sellers to be more strategic in reaching and influencing buyers, quality generally trumps quantity. Sales Managers should thus regularly review and participate in calls, meetings, and outbound communications to determine where a rep’s approach may be less than ideal and develop a coaching plan to address shortcomings.
A third, and often the most sensitive, consideration is one of fairness. Specifically, instead of merely comparing a rep to their peers in terms of quota attainment, managers should take an unbiased approach to assessing the degree of difficulty of the rep’s territory or account base. If it is comprised of a few strong prospects and many that don’t fit well in terms of an ideal customer profile, it’s understandable that a rep may start off their tenure with some quick wins followed by a tapering off in performance. If they have a generally solid territory yet still have drastic fluctuations in performance quarter-to-quarter, it is more likely due to other factors such as skill or approach. While it is not always practical or feasible to adjust territories mid-year, managers should acknowledge unlevel playing fields where they exist and commit to helping reps maximize the opportunities they do have via productive coaching.
To help leaders make adjustments in subsequent years, I recently published an article about how to set equitable targets for key accounts, available here . Many of the same concepts apply for new business territories.
Let the Rep Know That They Are Valued and Invest in Their Success
In a world where sales managers are measured primarily based on overall team performance, it is easy to lose sight of the individuals who comprise it. Given the costs associated with hiring, onboarding, and retaining sales reps, losing those with strong potential and a desire to improve is one of the biggest unforced errors that organizations make. In addition to holistic onboarding , managers should actively participate in both territory planning and sales activities early in a rep’s tenure and help them make adjustments in a constructive manner. As opposed to simply criticizing mixed performance, let the rep know that their potential is recognized and you genuinely want them to realize it. It’s not until that level of understanding is mutually acknowledged that effective coaching can begin.
