How Coaching Works for Your Sales Team • TechCrunch

The advent of SaaS And cloud-based software services have disrupted the traditional sales model, but many organizations aren’t helping their sales teams adapt to this new world system.

Sales training statistics paint a grim picture. Business leaders know that their employees need support, but they often don’t provide the right support. Some organizations do not provide any sales training, and others simply miss the mark. According to one study, approximately 44% of sales reps feel their training “needs improvement.”

How can sales leaders and other stakeholders improve how they train the modern sales force?

It’s important to realize that today’s sales teams are more problem solvers than deal makers – soft skills are more important here than technical skills. They must develop flexible ways of thinking and solving problems, always be able to navigate current uncertainties, manage time well and be resilient.

Every sales team is made up of a large number of individuals with unique soft skills, behaviors and mindsets. That’s why personalized approaches to learning and development initiatives, such as one-on-one coaching, can make such a difference.

Personalized training programs help sales professionals become better versions of themselves. To realize the power of personalized coaching, sales leaders and other stakeholders must create a coaching culture that supports sales professionals throughout their careers.

Here’s how:

Identify a sales coach

In general, there are two types of business coaches – external and internal. External trainers are typically certified third-party partners. Conversely, internal coaches work for the company and may be sales leaders, HR executives or other managers.

While both types of coaches can be effective, internal coaches face some obstacles and actively:

1. Commitment to confidentiality; Coaches must create a psychologically safe environment for their employees to express concerns such as professional weaknesses, interpersonal challenges, and perceived biases. If employees fear the potential harm of their coaching, they will not be honest, and the coach will not fulfill his or her full potential.
2. Avoiding role confusion: Because internal trainers may interact with employees outside of the formal training session, they should set clear expectations for how the trainer-student relationship differs from other professional relationships.
3. Physical activity: While internal coaches have the benefit of understanding workplace culture, politics, and strategy, they must approach training sessions with a neutral approach, avoiding institutional biases.

Determine the employee’s vision of success