While being prescriptive when it

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In fact, a study from the Sales Executive Council found that great coaching can increase a sales rep’s performance by up to 19%. Another study found that having a dynamic coaching process resulted in win rates 32% higher than discretionary (or random) coaching. But despite the huge impact of this behavior, few organizations hold their leaders accountable for doing it. Coaching should be about helping your people experience personal and professional progress at work. The problem is that there’s a disconnect. Most managers believe that in the 1:1 meetings they have with their reps, coaching is happening, but their reps don’t feel the same.




For new sales reps, the best coaching should involve listening panama telegram data and driving accountability through data-driven conversations. comes to showing them what good looks like is key, managers should be careful not to overdo it. A study by Zenger and Folkman showed that first-line managers, to a greater extent than their executive counterparts, feel that it’s their responsibility to give orders. Instead of bombarding reps with directives, maximize the impact of your coaching sessions by coming prepared with a good list of questions to help drive the conversation. Write down critical insights and takeaways to ensure alignment and consistent follow-up.




While selling is never easy, especially for new reps, there are definitely steps you can take to ensure your new recruits are set up for success. The key is providing them with the tactical, operational, and emotional support they need to get up to speed quickly. Harmonize these critical ingredients and they’ll be crushing quotas in no time.

If someone asked you what the weather was going to be like tomorrow and you responded, “pretty much like today”, you’d have a 70% chance of being right.

This was the deceptive simplicity my friend Chris Scott and I contemplated as we were sitting in an undergraduate synoptic meteorology lecture together back in 1997.


Chris’s fascination with weather took root on August 8, 1983, when tennis ball-sized hail stone rocketed down on his family’s farm. That fascination turned to passion and he later became the Chief Meteorologist at the Weather Network. While I too earned a certificate in meteorology, my path took an ironic entrepreneurial twist, resulting in a career as a high-growth, B2B sales leader. Let the jokes about “forecast accuracy” start flying.