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Sandler Training in Calgary | Calgary, AB

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Management & Leadership

It’s a special kind of sideways that a relationship between salesperson and sales manager goes. The blue skies and birdsongs that were there at the start quickly turn to darkness and decay as we watch our funnel and, potentially, one of our sales territories shrivel.

One of David Sandler’s rules is “people buy emotionally and justify their decisions intellectually,” which means that if our salespeople are tense, nervous or hold another negative emotion when they’re interacting with their prospects, they could end a sale before it begins by triggering tension in their prospect.

Text is a horrible way to conduct a sales conversation, which has a lot of nuance and emotion tied up in it. It can be a great way to start qualifying a prospect if our salesperson leverages that text-based communication into a voice-to-voice or face-to-face interaction.

The roots of conflict are in a clash of beliefs, values, goals or incentives.

When we get tired of hearing the same self-limiting beliefs from our salespeople to justify their lack of results, “no one buys in the summer,” we may react with a scripted, harsh message that makes us feel good in the moment but damages our relationship with our salesperson.

Sales leaders are those who fulfill all the responsibilities of the job--supervision, training, mentoring, and coaching salespeople--while simultaneously interfacing with the rest of the organization in such a way as to support the achievement of the sales team's objectives.

The idea of leaders being like parents, and their direct reports being like children, came up several times in recent conversation with leaders we work with. All of us agreed with that being complete nonsense if a leader wants to create a self-sufficient team.

It’s easy to coach when we hear or experience one of our salespeople on a call or in a meeting with a client, like while we’re doing a “ride” along or listening to a recorded call for example. That being said, it’s simply impossible to sit in on every meeting or review every call for every one of our salespeople.

As the pace of change increases so do the demands we put on our salespeople. Our path to full funnel freedom will require new processes, systems and technology, but if we don’t slow down we may wear out our team.

Humans aren’t light switches yet when we treat coaching our team members as an event instead of an ongoing commitment to their development, we fail them.

The world has changed in countless ways since early 2020, and that means sales coaching has to adapt. How do you maintain a strong coaching regimen with salespeople who are spending some or all of their working day out of the office?