Sales Management

Execution Based Coaching

The Execution Based Coaching program is an activity and process based approach to managing and coaching sales success and continuous improvement process. By focusing on the execution of the organization’s standardized sales process, Managers are able to deliver objective coaching, taking subjectivity and personalities out of the mix. This then drives mutual accountability and a focus on high value activities and results.

The Execution Based Coaching model is an iterative method that enables Managers to apply a uniform process to coaching irrespective of the skills or development level of individual members of their team. By driving specific activities required to successfully execute the sales process, coaches are able to tailor and evolve their plan for each individual member of their team based on their specific skills, abilities and current results. The Execution Based Coaching is a metrics driven model allowing for near term skills improvement and long term development.

Execution Based Coaching Managers are taught to understand and embrace the difference between Managing and Coaching, applying both as needed to develop their teams, drive results and develop future leaders. As the Manager, set expectations, define clearly and specific objectives, including financial goals, client acquisition, renewal and penetration targets, specific time allocation to to key success activities. Once the front line rep understands and accepts the role definition, related activities and metrics, the Manager needs to assess the ability of each direct report to deliver against goals. This will allow the Manager to develop near term and long term training and development plans for each front line rep based on their ability to execute the sales process defined for the role.

As the development plans are applied, the Manager transitions to the role of Coach, that is, helping the individual front line rep consistently execute the process with continuous improvement in results measured against plan. By focusing on the process and the requirements to execute, the coaching is objective, without any subjective or personal issues interfering.

Manager Transitions

The Execution Based Coaching model is implemented on two parallel paths, a week to week reinforcement of the sales process, including related activities and metrics, and a longer term development plan based on the individual’s ability to deliver against plan and over all development goals.

Week to Week Application – Activity Based (Short Term Focus)

Based on pre-agreed on levels of activity, reviewed as a team weekly (live or virtually) to discuss:

  • Agreed on specific activities related to agreed on time allocations
  • Top prospects, based on clear definition of prospect, where there is specific activity during the week in question, and review of progress of the prospects presented the previous week
  • Specific requirements needed to achieve a next step – product or process related

In addition to the prospect/opportunity driven meeting, Managers develop an annual coaching plan for each front line rep individually.

Longer Term Development Plan – Process Based (Long Term Focus)

This part of the Execution Based Coaching model is again rooted in the team’s success plan, but is tailored to meet the needs of the individual. Annually, Managers will execute a three step process to success.

First Managers set high level goals for the team based on skills and attributes the Manager develops based on the overall model, specifically role expectation and skills gap identified; ongoing development and evolvement of individual front line rep through mentoring and individual motivation.

Second, while it is important to have the long term development plans based on goals and process, the reality is that a year is a long period with many changes throughout the year. To facilitate this, Managers will break down the overall plan to a series of short 6 to 8 week action plans designed to facilitate adoption, bite size versus big and daunting, relevant now versus distant change. This make for greater acceptance by front line rep, and ensures adoption and success for implementing a set of specific steps. It also allows reps to celebrate success along the way, and encourages them to be want to be coached. This drives mutual accountability as Coaching is seen as a positive regular practice as it is ongoing rather than event based.

Revise Plans Third, this allows for the managers to update and revise plans based on daily realities in the field, and impact the front line rep activities and actions based on how well they are executing and responding to market conditions.

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