Page 70 - The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million - PDFDrive.com

Figure 7.1 Process to Hold the Sales Organization Accountable to a Metrics-
Driven Sales Coaching Culture

On the second afternoon of every month, I would meet with each of my directors
—each of whom oversaw a team of roughly 50 salespeople—to inspect their
monthly coaching plans.

As we'd walk through their plans for each salesperson, I'd ask them three
questions:

1. What skill will you work on this month with this salesperson?

2. How did you decide on that skill?

3. What is the customized coaching plan you will use to develop the skill?

In advance of these meetings, all of the sales directors would meet with their
managers on the second morning of each month to inspect their coaching plans.
The directors would walk through the plans for each salesperson and ask the
same questions I was going to ask them later that afternoon. Because of this
meeting, the sales managers would sit down on the first afternoon of each month
with each of their salespeople, review their metrics, and work together to create
a personalized coaching plan for each salesperson. Because of these meetings,
each sales manager and salesperson would review their performance metrics on
the first morning of every month. The organization was accountable to a monthly
cadence of sales coaching preparation.

Creating the Coaching Plan Together with the
Salesperson