How does coaching help when leading sales teams?

Coaching can help generally in the workplace, and not just when leading sales teams. From a management point of view, it’s a great skill or ability to have, regardless of the team you are leading.

Here, Richard and Graham look at how knowing the way to coach properly can be invaluable in helping develop your people, including sales teams.

The first thing to know about coaching is that many people misunderstand what it is. Mention the word and their first thought is possibly about a sports coach, shouting at their team from the sidelines, imploring them to do better. Or they see it in a negative context, imagining a formalised session with their manager in which coaching is a remedial tool to improve their failing performance.

Although coaching can sometimes be about improving poor performance, equally it can be about helping someone who’s good to get even better. It assumes that the person has some understanding of their role, as well as a certain level of skill and experience. Coaching should unlock the potential of the individual.

Coaching helps give structure, focus and clarity to people who know they want or have to do better. It helps them to move forward by using the knowledge and skills they already have. This can be done by asking questions that cause a deeper level of thinking. If a member of your sales team tells you “I want to get better at sales”, narrow it down for them by asking “What aspect of sales do you want to get better at?”. If, for instance they reply “Lead generation”, ask “What aspect of lead generation?”

Once the questioning has helped someone find their focus, a good coach will then help them open up their thinking by asking more questions: “So now you know what you want to do, let’s think of ways you could do it.” Get creative and try not to tell them exactly what to do. It’s sometimes tempting for managers to say “When I did your job, what I did was…” or “If you look at so-and-so, what they’re doing really well is this…”. Instead, explore options and draw on what the individual knows or is good at.

A good coach encourages people to think for themselves, rather than telling them what to do, which will limit their thinking.

The next essential part of coaching is to ensure that the person is going to take ownership of what’s been discussed. How are you going to make sure they will put things into action, that they have bought into it? Check their motivation and confidence. Ask when they are going to start? What’s the first action? What specific things are they going to do?

Finally, always offer follow-ups: “What can I do? How can I be of help to you?” And remember, coaching doesn’t have to be formal. It can be as simple as a five-minute chat after a meeting, or in the canteen over coffee. If someone starts a conversation with you and you’ve asked them some questions which have helped with their thinking and their actions going forward, then you’ve coached them.

Posted On April 2, 2019 By Paul Hutchinson In Leadership, Podcasts, Sales Mindset, The question is, Uncategorized /

How should we bring the (sales) number to life?

Bringing the number to life is vital, whether you’re working in sales, managing a project, leading a team or running a production line.

If you understand and internalise the number, it allows you to monitor your progress and your tracking, intuitively know where you are and what you need to do, inform your decisions, understand how you need to react in real time, and see the bigger picture.

Otherwise, it’s just meaningless data to you.

Here, Paul and Rob discuss why many people are looking at the numbers but not really thinking about what they mean. They discuss the importance of bringing the number to life, and how we can do it.

What’s stopping us from bringing our number to life?

There is too much information at our fingertips.
Think of the wealth of reports, dashboards, BI systems and other technology that we can extract data from

It’s too easy.
We can easily look up the number we need at a particular point in time, and therefore we don’t need to retain the information in our head

The desire to measure everything.
You simply can’t retain every single piece of information put before you – which leads you back to relying on dashboards or systems

So, how do we bring the number to life?

Keep it simple.
If you have a wealth of data in front of you, focus on maybe the three or four core measures that really tell you something. Break down the number to give you something tangible about what you need to achieve each week/month

Engage with the data.
Too many people just input numbers into a system or sales platform without recognising the importance of thinking what those numbers mean. The idea of ‘cognitive disfluence’ is key here – the fact that we retain information and learn more if we actually interact with what we’re trying to learn

Start with the goal.
Instead of looking at the data and feeling that we have to do something with it, look instead at what you’re trying to achieve. What numbers do you need to pull out and understand to reach your goal?

Leaders. If you’re a leader, help your people to work with the data and think what the number really means. Give them the raw information they need and ask them to compile a report about some of the core data. You could break it down and ask different people to look at particular bits of the data. Ask them: Help me understand what’s in your figures and what does that tell you? Are you seeing what I’m seeing? Why has this bit changed? What does that mean?

Posted On March 20, 2019 By Paul Hutchinson In Leadership, Podcasts, Productivity, Sales Mindset, The question is /

Why do some sales people only think about the sale?

In our work, we usually tell people that having focus is a good thing. But when it comes to sales, just being focused on the sale and nothing else is not so good. Sales is part of getting your service to your customer, but you can’t just be focused on that – you’ve got to have a bigger purpose as an organisation.

In this podcast, Richard and Graham discuss why some salespeople only think about the sale – and how such tunnel vision can impact on your customers and your colleagues.

Sales people are, of course, very targeted and often very driven by what they need to achieve. But having such a singular focus can mean you forget about the other important things that sit around the sale.

If all you’re concerned about is getting that sale – hitting your targets, getting the number – then you disregard the other parts of the sales process that are really important. A company that’s all about sales creates an aggressive culture, with salespeople who are highly motivated and focused just on getting money from the customer. They’re not bothered about the end product that the customer gets, or the quality of service. And colleagues in other departments, particularly customer-facing staff, can often feel like a spare part, tasked with delivering impossible promises made by the salespeople just to win the sale, or sorting out complaints from dissatisfied customers who have been promised one thing and received another

Of course, if your job is in sales, you need to be concerned with ‘the number’. But you also need to consider the customer experience, your product, the health and wellbeing of your colleagues, and your organisation’s culture and ethical boundaries. Ask yourself: If I make the sale in this way, what does it mean for the customer and for us as a business, and how might it impact on the other departments?

Considering the culture of your organisation is particularly important if you’re the person setting the targets. Be mindful that the targets you set will drive a certain kind of behaviour so make sure that the sales process you’re encouraging reflects the culture of your organisation.

Posted On March 5, 2019 By Paul Hutchinson In Leadership, Podcasts, Productivity, Sales Mindset, The question is /

How can you talk yourself into the sale?

Assumptions, beliefs and past experiences are going to shape how we think about the sales process and the customer. Added to that, we also have to deal with pressure from targets and our managers.This will all condition how you behave during the sales process.

In our latest podcast, Ricky and Rob first discuss the reasons why we typically talk ourselves OUT of the sale, before looking at ways of talking ourselves INTO it.

Reasons we might use to talk ourselves out of the sale include making assumptions that our competitors are better than we are or that the customer doesn’t want what we are selling. We’ll second-guess how the customer’s going to react and what they’re going to say. We’ll ask ourselves: Why do they want what I’m selling, and why do they want it from me? Am I good enough? Is my product or service good enough?

So, how can you turn that around and to talk yourself INTO a sale?

Firstly, focus on all the great things you do, the great experiences you’ve had in the past, and the wins. Play over the narrative that was in your mind when you did well in that call, sales meeting or sales follow-up.

Get other people involved, if possible. Reflect on a sales meeting with a colleague or sales manager, look at the successful elements that you can draw upon and learn from. For the less successful parts, think what you might do differently next time.

Be self-aware. You will only improve if you can reflect and learn from what you do. Nurture a growth mindset in yourself. Ask: What can I learn from this?

Finally, during that next sale, don’t get caught up in the moment and in the pressure of having to make the sale, or the need to deliver targets or win a new customer. We might wonder if our product or service is good enough, or worry that we don’t understand the product fully. As sales people, we’ll focus our attention on the product’s weaknesses, which we may have to defend, but spend hardly any time on why the product is great. We need to think from the customer’s perspective, not our own, and see the world the other way round – after all, they are buying it for what it can do, and not what it can’t.

What you actually want is to get the right outcome for the customer rather than selling for selling’s sake. Just focus on building a great relationship, understanding your customer and what they need, and then positioning your product for them.

Posted On February 20, 2019 By Paul Hutchinson In Leadership, Podcasts, Productivity, The question is, Uncategorized /

Why do change leaders focus on the plan rather than the people?

It is not uncommon to find elaborate, well-thought-through change plans missing just one ‘small’ component: the people.

Why does this happen? Why do some change leaders get so lost in the detail of their planning that they forget to bring the people involved along with them on the journey?

Paul and Richard discuss why it can feel easier just to focus on the plan – and what happens when people get left out of it.

Effecting change involves two things: there’s the practical side of it and then there’s the ‘transition’ of taking people through it. Focusing on both elements leads to successful change. Having an awesome plan without the engagement and support of your people will mean it won’t be as effective as it could be.

A change plan can take up a lot of time and effort but, in a way, it’s the easy bit. Most change leaders have technical or project management skills, and know how to create a strong plan. It’s an area they feel comfortable with. But when it comes to taking people through the transition, the process is more unpredictable.

So, if you’re leading change and have a great plan but haven’t really looked at the people side, where do you start?

We’d suggest taking a step back and assessing where people are on the change journey. Ask two questions: 1, What is their attitude to this specific change? 2, How much energy are they putting into this?

Answering these questions about each individual will help you place them in one of four categories:

Spectators
Champions
‘Corporate Corpses’
Saboteurs

The likelihood is that at least half of the people will be Spectators. They are in the neutral zone, supportive of the change but with low energy. However, the great thing is that they can become engaged with the process if they are given information and choices.

The Champions are the people who are supportive of the change and are putting a lot of energy in to it. They can help the leaders by taking some of the burden and acting as positive role models for the Spectators.

The ‘Corporate Corpses’ are the zombie brigade – people who have very low energy and a very bad attitude, although they’re not being disruptive or causing any trouble.

The Saboteurs are usually the very noisy vocal minority who have a bad attitude and lots of energy. They are the people who are trying to hold back change and undermine leaders. They tend to attract attention and effort which should instead be focused on trying to engage the Spectators.

Posted On June 20, 2018 By Paul Hutchinson In Change, Leadership, Podcasts, The question is /

Why do some people need change to be gift-wrapped?

Why do some people want change to be gift wrapped?

If you have experienced change in the workplace, you have probably met some people who will only get on board when all the Is have been dotted and the Ts crossed.

In this podcast, Richard and Paul explore why this happens, and if you find yourself or those around you in this situation, how you can deal with it.

There are some people who only want to engage with any change at the last possible moment. It is like they only get involved when someone else has gift-wrapped the change plan, so they don’t have to take any ownership moving forward.

As frustrating as this can be for a leader, it can help to understand why it happens – which can then give you the tools to tackle it and get people to engage.

Refusal to get on board with change is often related to our natural avoidance of uncertainty. As humans, we like to know exactly what lies ahead and will avoid engaging with something which contains elements of doubt.

It’s simply not possible to create a gift-wrapped change that will suit everyone. People create a story in their own heads to fill in the gaps and uncertainties so, in a large group, everyone may have a different expectation of the change which often doesn’t match up with what is really happening.

Uncertainty usually results in an emotional reaction, as we discussed in our previous podcast. When our expectations of certainty clash with the reality that change means uncertainty, our natural instinct is to see it as a threat.

As leaders, we need to look at ways to tackle that emotional reaction and get people to respond more rationally.

Richard and Paul revisit the ICE strategy: giving Information to reassure people about what we know and being honest about what we don’t; presenting Choices to help people gain more control over what lies ahead, which drives the shift from emotional to rational; and helping people to Engage so they become part of the decisions and solutions needed to shape the change.

By using this approach, you can encourage people to let go of their need for gift-wrapped change and to accept uncertainty as a natural part of the process of change.

Posted On June 6, 2018 By Richard Armeson In Change, Leadership, Podcasts, The question is /

Why do some people play the victim when faced with change?

Why do some people find it easier to play the victim card than to get on board with change?

Facing change can lead to some people playing the victim – refusing to engage, pointing out the problems in the plans, and not joining in with the rest of the team.

In our latest podcast, Rob and Paul discuss why change can often bring out victim behaviour – and what managers can do to tackle that response.

Playing the victim is the path of least resistance: you get attention for being the victim without having to do anything, and it doesn’t hold the associated risks of failure if you try something new.

Sometimes, victims seek out fellow victims to support their view and reinforce their position. They will collude to come up with reasons why the change is negative or won’t work.

In a situation where there are several victims, the group will often begin to dwindle as individuals get on board with change, and those remaining begin to wonder if they are in the wrong. One person is often the most dedicated victim and can be so negative that it puts others off agreeing with them even if they were feeling slightly negative.

Yet many victims don’t realise they’re doing it until they have done the same thing several times, or perhaps hear it coming from someone else. So often, victim behaviour needs to be challenged by an external factor.

How can you as a manager help these people?

Behaviour and language are key: you help people to understand the consequences of them continuing with their current pattern. Ask them how long they want to continue as they are and what they think is likely to happen as a result. For many people, this is all that’s needed for them to realise what they are doing and move on.

Ask questions of the victim to find out if they are deeply held beliefs or they’re just releasing frustration. If they fundamentally believe that things won’t work out, you have a bigger issue to address.

Tackle this behaviour by being consistent. Offer help to everyone involved in the change so they can move through the stages required as easily as possible. Make it clear that this support is on offer to the victim as well, showing that while they choose not to take part, they are refusing the help that everyone else is receiving.

The victim will either join in when they are ready, or they will eventually decide they are not going to engage at all and will remove themselves from that situation.

Posted On May 23, 2018 By Paul Hutchinson In Change, Leadership, Podcasts, The question is /

Why do some people take organisational change personally?

Dealing with any kind of change can bring out an emotional response in people – and when we get emotional, things get personal.

In this podcast, Rob and Paul discuss why some people take organisational change personally, and how thinking of ‘ice’ – Information, Choice and Engagement – will help managers thaw any frosty relationships with their people.

An emotional response to change is natural. It usually starts with shock and uncertainty before moving on to denial and feeling threatened. We only see the bad things and what’s being taken away from us.

These feelings can grow into resistance if left unaddressed and if we don’t feel that we have a choice in the process of change. If people feel they have no idea what’s going on, that uncertainty can very easily turn to an introspective feeling of unfairness, helplessness, despondency and loss of control. This often leads to people being negative, resisting change and sabotaging the process.

As a manager, it’s vital to lead your people successfully through change. Thinking of ‘ICE’ could help: Information, Choice and Engagement. Giving people information in answer to their questions about change will help to ease their uncertainty. But, because people who are feeling emotional won’t immediately process the information they’re given, it needs to be provided consistently and repetitively. Also think about who provides the information, whether that’s you as a manager or someone else.

Move as much choice back to your people, to give them control over details that affect them. For a start, give them a choice about whether they even want to be involved and, if so, to what degree.

Engage people as they go on the journey of change. There are thousands of things, from small details to larger activities, that need to happen for organisational change to take place, so engage people in what’s relevant and meaningful to them.

Posted On May 9, 2018 By Rob Smith In Change, Leadership, Podcasts, The question is, Uncategorized /

Why do some people think that managers are keeping secrets?

When senior managers drive change, they can get stuck between a rock and a hard place. On the one hand, they may not be able to share certain, sensitive information. But if they don’t give their workforce enough details about what’s happening, people will become dissatisfied, suspicious and unproductive.

In this podcast, Rob and Ricky discuss how and why this happens, and the impact that a growing perception that senior managers are keeping secrets can have on an organisation.

In the absence of any clarity or information about change in the workplace, people start to fill in the blanks. Sometimes, it’s with information that may be true – but more often than not, it’s massively assumptive and untrue.

There are many reasons why senior managers do not share information with their people. Some information is confidential or sensitive, or may be withheld because of the perceived reaction it would cause. Sometimes, managers are trying to protect their people.

During times of change, there will be people who embrace it and are proactive about asking questions. They’re a breeze to manage. But there will be others who start to fill in the blanks and – worse still – go recruiting others who are easily influenced by their opinions. Why do they do it? Because they are looking for meaning and certainty when they have a lack of information. They want that classic ‘comfort blanket’. This links to our previous podcast about why people look for evidence that supports their point of view.

Everyone is making assumptions: Employees are filling in gaps with information they don’t know to be true, and managers are deciding what information they think is relevant to their people.

So how does this impact the workforce? Effects can range from falling engagement levels and rising dissatisfaction to people asking difficult questions and spreading false information. Some employees will cause a fuss while others may withdraw into themselves. All of this can lead to a drop in productivity and efficiency.

What can senior managers do about it? It’s crucial to keep people informed and engaged, to tell them what’s going on and why. And involve people in the journey, especially the most cynical or critical ones!

Posted On April 25, 2018 By Rob Smith In Change, Leadership, Podcasts, The question is /

Why do people go looking for evidence that supports their point of view?

Change in the workplace can take people out of their comfort zone and make them feel uncertain, powerless and, even, angry.

In this podcast, Rob and Ricky discuss why people look for evidence that supports their perception that change is difficult and undesirable. They also offer suggestions about how leaders and managers can help their teams to navigate and embrace change.

Resistance to change is a natural reaction in most of us. We like doing things the way we’ve always done them, and we don’t like having to learn something new or do something in a different way. It makes us feel like we’re not in control.

So when change is foisted upon us, we look for evidence that supports our deep-held belief that things were fine the way they were. We don’t like being made to accept someone else’s point of view and we want everyone to conform to our perception of the world. It’s classic ‘comfort blanket’ behaviour!

Change in the workplace is often viewed by employees as inconvenient and detrimental to their ability to carry out their job effectively. They’ve made that assumption and they go looking for proof to back it up.

Managers can address these concerns by helping their staff to see change as an opportunity. They can ask people to look for evidence by all means – but evidence that supports the positive outcomes of change. Explaining the reasons why things have changed can also be very effective: perhaps it has helped eradicate a problem, streamlined a system or opened up new opportunities. Usually change is about progress. Give people the answers they need. Explain how change might help them to do their job more effectively or simply. Show them the bigger picture.

By turning a problem-orientated mindset into a positive one, we can understand that change may mean different, but it doesn’t have to mean difficult or bad.

Posted On February 28, 2018 By Rob Smith In Change, Podcasts, The question is /