{"id":612,"date":"2018-11-25T18:30:18","date_gmt":"2018-11-25T18:30:18","guid":{"rendered":"https:\/\/sellingsherpa.com\/?p=612"},"modified":"2018-12-01T19:33:16","modified_gmt":"2018-12-01T19:33:16","slug":"crushing-quota-book-summary-review","status":"publish","type":"post","link":"https:\/\/sellingsherpa.com\/index.php\/2018\/11\/25\/crushing-quota-book-summary-review\/","title":{"rendered":"Crushing Quota (book summary &#038; review)"},"content":{"rendered":"<div class=\"nolwrap\">\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.amazon.com\/Crushing-Quota-Coaching-Breakthrough-Performance\/dp\/1260121151\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Crushing Quota: Proven Sales Coaching Tactics for Breakthrough Performance&nbsp; by Michelle Vazzana &amp; Jason Jordan (opens in a new tab)\">Crushing Quota: Proven Sales Coaching Tactics for Breakthrough Performance&nbsp; by Michelle Vazzana &amp; Jason Jordan<\/a><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Key Takeaways<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Focus coaching on specific sales activities (which link to objectives which link to results)<\/li><li>High performing managers:<ul><li>Schedule coaching conversations (rather than allowing them to happen ad-hoc)<\/li><\/ul><ul><li>Hold fewer but longer &amp; more in-depth coaching conversations<\/li><\/ul><ul><li>Use written agendas for coaching sessions (with fewer items covered in more depth) that at least include: (a) review of action items from prior meetings (b) focused discussion (c) next steps =summary of action items by the AE<\/li><\/ul><ul><li>Prioritize to adapt the necessity &amp; formality of coaching to the specific situation at hand<\/li><\/ul><ul><li>Spend less time in the field<\/li><\/ul><ul><li>Focus more on early-stage than late-<g class=\"gr_ gr_29 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"29\" data-gr-id=\"29\">stageopportunity<\/g> coaching<\/li><\/ul><ul><li>Proactively engage in call planning coaching <g class=\"gr_ gr_30 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"30\" data-gr-id=\"30\">basedon<\/g> the importance on the call and regardless of whether the manager will attend<g class=\"gr_ gr_35 gr-alert gr_gramm gr_inline_cards gr_run_anim Style replaceWithoutSep\" id=\"35\" data-gr-id=\"35\">.Moreover<\/g>, high performers attend more early-stage calls than their <g class=\"gr_ gr_31 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"31\" data-gr-id=\"31\">lowperforming<\/g> peers.<\/li><\/ul><ul><li>Hold updates with the following frequencies&amp; durations:<ul><li>Territory plans = tactical monthly for 1 hour +strategic quarterly for 1 hour<\/li><\/ul><ul><li>Account coaching = monthly<\/li><\/ul><ul><li>Opportunity coaching = monthly (though <g class=\"gr_ gr_23 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"23\" data-gr-id=\"23\"><g class=\"gr_ gr_23 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"23\" data-gr-id=\"23\">dependson<\/g><\/g> sales cycle) for 1 hour<\/li><\/ul><ul><li>Call coaching = weekly as-needed for 30 to 60minutes<\/li><\/ul><\/li><\/ul><\/li><li>For processes and associated coaching to <g class=\"gr_ gr_24 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"24\" data-gr-id=\"24\"><g class=\"gr_ gr_24 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"24\" data-gr-id=\"24\">workthey<\/g><\/g> must be:<ul><li>Well-defined, with standards for what good <g class=\"gr_ gr_25 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"25\" data-gr-id=\"25\"><g class=\"gr_ gr_25 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"25\" data-gr-id=\"25\">lookslike<\/g><\/g><\/li><\/ul><ul><li>Measured on quantity\/completion as well <g class=\"gr_ gr_26 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"26\" data-gr-id=\"26\"><g class=\"gr_ gr_26 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"26\" data-gr-id=\"26\">asquality<\/g><\/g> to ensure people do well what they say they are going to do<\/li><\/ul><ul><li>Viable in the sense that they can be done <g class=\"gr_ gr_27 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"27\" data-gr-id=\"27\"><g class=\"gr_ gr_27 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"27\" data-gr-id=\"27\">bynormal<\/g><\/g> humans in the time they have available<\/li><\/ul><ul><li>Executed with a consistent rhythm<\/li><\/ul><\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Overall Review<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Bottom line: Current and aspiring sales managers should buy\nand read this book.&nbsp; It starts off very,\nvery slowly then progressively becomes valuable.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What I liked:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The recommendations in the book are based on <g class=\"gr_ gr_13 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"13\" data-gr-id=\"13\">research<\/g> survey rather than on opinion.<\/li><li>The book is a practical guide to implementing the recommendations from their prior book \u2013 \u201c<a href=\"https:\/\/sellingsherpa.com\/index.php\/2017\/11\/01\/cracking-the-sales-management-code-book-summary\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"The recommendations in the book are based on research survey rather than on opinion.\u2028The book is a practical guide to implementing the recommendations from their prior book \u2013 \u201cCracking the Sales Management Code\u201d \u2013 which is one of my favorite sales books of all time.\u2028There are realistic, well-written examples ofcoaching dialogues. (opens in a new tab)\">Cracking the Sales Management Code<\/a>\u201d \u2013 which is one of my favorite sales books of all time.<\/li><li>There are realistic, well-written examples <g class=\"gr_ gr_7 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"7\" data-gr-id=\"7\">ofcoaching<\/g> dialogues.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">What I did not like:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Part I of the book is very slow and tedious. I almost gave up but I\u2019m glad I persevered.&nbsp;My advice \u2013 just skip Part I.<\/li><li>While the authors say they \u201ccollected data from over 1000 managers,\u201d they do not provide sample sizes for each of their findings. For instance, 45% and 55% are not statistically different if a question was responded to by 100 managers whereas it would be if responded to by all 1000.<\/li><li>The book becomes a bit more self-promotional as it moves on.<\/li><li>While there are deeply valuable insights on coaching, the book is highly inefficient in the sense that you need to read a lot of words to extract each nugget.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>PART I COACHING: WHAT IT IS, WHAT IT ISN\u2019T, AND WHAT IT COULD BE<\/strong><\/h3>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 1: THE CASE FOR BETTER SALES COACHING<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no key highlights from this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 2: WELCOME TO THE JUNGLE: THE SCARY REALITY OF SALES MANAGEMENT<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Effective coaching is concrete and laser focused on discrete behaviors.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 3: SALES COACHING: HOW IT\u2019S WRONG AND WHY IT FAILS<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Lower-performing managers reported spending more time in the field compared to their high-performing counterparts<\/li><li>Sales coaching is equipping salespeople to execute activities consistently well. The best sales coaching involves collaborative dialogue between manager and seller about the activities necessary to get that salesperson to quota.<\/li><li>How many times would the salespeople be willing to pay for the coaching they received?<\/li><li>An effective pre-call plan includes the following items:<ul><li>An objective for the call<\/li><\/ul><ul><li>An agenda with timings<\/li><\/ul><ul><li>Key questions the seller should ask<\/li><\/ul><ul><li>Possible solutions to discuss<\/li><\/ul><ul><li>An actionable next step<\/li><\/ul><\/li><li>Managers need to coach what they can affect. Our research has revealed that the only things managers can directly manage are sales activities.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>PART II THE GROUNDWORK FOR GREATNESS<\/strong><\/h3>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 4 DECIDING WHAT TO COACH<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>We coach because we want certain outcomes, but we can\u2019t coach those outcomes directly.<\/li><li>Incentive compensation, need for achievement, and clarity of the sales task were the only three things that significantly influenced salesperson motivation.<ul><li>Clarity of task is the degree to which the activities you ask sellers to perform are directly aligned with the results they are held accountable to achieve.<\/li><\/ul><\/li><li>Results-Objective-Activities (ROA) framework:<ul><li>Business results are organizational targets or outcomes that are used to measure the health of the organization such as Revenue; Profit; Market share<\/li><\/ul><ul><li>Sales objectives are interim guideposts, or key performance indicators, that organizations establish to provide directional guidance for seller effort such as Product penetration per account; Sales by customer type; Close rate<\/li><\/ul><ul><li>Sales activities are things sellers do to make sales such as Product demonstrations conducted; Proposals delivered; Call plan usage<\/li><\/ul><\/li><li>Four distinct groups of activities<ul><li>Territory Management Activities: Warranted when a salesperson\u2019s assignment includes a large number of customers and prospects. Tasks include developing a prioritization scheme, prioritizing customers, designing call patterns according to the prioritization scheme, and <g class=\"gr_ gr_247 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar multiReplace\" id=\"247\" data-gr-id=\"247\">executing<\/g> calls.<\/li><\/ul><ul><li>Account Management Activities: Necessary when a single account is large and important enough to warrant significant attention and effort. Account management activities revolve around the development, execution, and continual refinement of account plans to help salespeople penetrate, retain, and grow large accounts. The most important strategic activity within account management is the development of an account plan.<\/li><\/ul><ul><li>Opportunity Management Activities: Necessary when winning individual deals is complex, requires multiple interactions, and often involves multiple decision-makers.<ul><li>Activities in the early stage of opportunity pursuit are oriented toward understanding buyer needs and qualifying the opportunity.<\/li><\/ul><ul><li>Once a salesperson decides to pursue an opportunity, activities revolve around the identification and shaping of buying criteria.<\/li><\/ul><\/li><\/ul><ul><li>Call Management Activities: Call management activities <g class=\"gr_ gr_55 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"55\" data-gr-id=\"55\">involve<\/g> planning, conducting, and capturing individual customer interactions.<\/li><\/ul><\/li><li>As a sales manager, it is your job to connect the dots between these three levels of metrics [results, objectives, andactivities] to ensure that salespeople focus their effort on the right things.<\/li><li>Deploying a new process does not <g class=\"gr_ gr_35 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"35\" data-gr-id=\"35\">necessarilylead<\/g> to <g class=\"gr_ gr_53 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"53\" data-gr-id=\"53\">adoption<\/g> of that process.<\/li><li>It doesn\u2019t matter how much of an <g class=\"gr_ gr_50 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"50\" data-gr-id=\"50\">activitysalespeople<\/g> perform if they are not executing the activity correctly. <g class=\"gr_ gr_51 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace replaceWithoutSep\" id=\"51\" data-gr-id=\"51\">Qualitativestandards<\/g> to ensure that sellers know how to execute activities effectively <g class=\"gr_ gr_52 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"52\" data-gr-id=\"52\">andquantitative<\/g> standards to clarify when and how much of an activity is expected.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 5 STRUCTURING\nCOACHING CONVERSATIONS<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>One of the most important, and often overlooked, elements of effective coaching is the use of an agenda.<\/li><li>Establishing a written agenda, agreeing to it at the beginning of the coaching discussion, and then reviewing it at the end of the meeting is a best practice of high-performing sales managers.<\/li><li>Have fewer agenda items and cover those items in more depth.<\/li><li>High-performing managers spend almost as much time preparing for coaching as they spend coaching.<\/li><li>Diego expected each of his salespeople to come prepared to discuss three current opportunities. Diego had criteria for his sellers to use to help them select the three opportunities. Diego also required that each salesperson communicate their selected opportunities ahead time so that he could go into the customer relationship management (CRM) system and review the notes.<\/li><li>Accountability means the salesperson owns the commitments made during coaching discussions.<\/li><li>Managers always take notes during coaching discussions.<\/li><li>Managers must ensure that their salespeople take detailed notes.<\/li><li>A critical part of an effective agenda should involve a review of action items, status, and progress from prior meetings.<\/li><li>Good coaching conversations follow a similar pattern. The coach and the seller are prepared. An agenda is agreed upon. There is a balance of give-and-take on the part of the manager and the seller. They are highly collaborative, incorporate powerful questions, and result in actionable next steps.<\/li><li>The best sales coaches make recommendations in the form of questions. This gives the salesperson the opportunity to own the idea.<\/li><li>Meeting structure:<ul><li>Opening: includes an agenda, agreement on <g class=\"gr_ gr_219 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins doubleReplace replaceWithoutSep\" id=\"219\" data-gr-id=\"219\">time<\/g> frame, and desired outcome.<\/li><\/ul><ul><li>Seeking Information<ul><li>When the coach does not prepare good questions prior to the coaching conversation, the tendency is to give too much information \u2014 to tell the seller what to do.<\/li><\/ul><ul><li>Open-ended questions are useful early in the dialogue because they tend to be more general in nature<\/li><\/ul><ul><li>Empathy is a very powerful coaching behavior, and it helps create a welcoming environment, one in which sellers feel free to be open and share real information.<\/li><\/ul><ul><li>Most managers in her analysis also failed to gain salesperson feedback on the effectiveness of the coaching they provided. A few final questions to consider are, \u201cWhat was most valuable or helpful about this conversation? What could have been improved?<\/li><\/ul><\/li><\/ul><ul><li>Giving Information<\/li><\/ul><ul><li>Summarizing<\/li><\/ul><ul><li>Closing: Effective coaching discussions end with actionable next steps. Having the salesperson summarize the decisions and <g class=\"gr_ gr_59 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"59\" data-gr-id=\"59\">theagreed<\/g>-upon actions is <g class=\"gr_ gr_86 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar multiReplace\" id=\"86\" data-gr-id=\"86\">a best<\/g> practice.<\/li><\/ul><\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 6 FORMALIZING\nSALES COACHING INTO YOUR DAY-TO-DAY JOB<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>For a coaching plan to be viable, it must be realistic and fit into the job you have.<\/li><li>Formality is never an all-or-nothing proposition because different types of coaching interactions warrant different levels of formality.<\/li><li>Ad hoc conversations feel efficient, but they are just not effective.<\/li><li>Managers who incorporate even a minimal amount of formality into their coaching dramatically improve the quality, and perceived quantity, of their sales coaching.<\/li><li>Typical Scheduled Recurring CoachingInteractions: Pipeline reviews; Territory reviews; Account plans and reviews<\/li><li>Top sales managers: schedule coaching conversations; &nbsp;keep their scheduled coaching sessions a higher percentage of the time; conduct coaching conversations less frequently; conduct longer, more in-depth discussions.<\/li><li>We found a direct negative correlation between inspection and performance.<\/li><li>We found that the most successful sales <g class=\"gr_ gr_26 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"26\" data-gr-id=\"26\">managersprovided<\/g> a moderate amount of coaching whereas the low performers tended <g class=\"gr_ gr_27 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"27\" data-gr-id=\"27\">togravitate<\/g> toward the extremes.<\/li><li>The least successful managers reported <g class=\"gr_ gr_19 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"19\" data-gr-id=\"19\">thehighest<\/g> amount of time in the field.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>PART II COACHING TO ACTIVITIES: THE ITTY BITTY NITTY GRITTY<\/strong><\/h3>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 7 TERRITORY AND ACCOUNT COACHING<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Territory management is designed to help salespeople properly apply effort across many accounts, whereas account management is about applying effort most effectively within an account.<\/li><li>Prioritization schemes do not have to be complicated, but they must be specific. Helping coach your salespeople to focus on the customers with the highest potential pays off.<\/li><li>High-performing managers required monthly updates to (tactical) territory plans. Average and low-performing managers were more likely to require quarterly updates.<\/li><li>Hold strategic territory discussions quarterly<\/li><li>High performers who focused their discussions on call patterns had those coaching discussion weekly.<\/li><li>All managers in our study, regardless of performance level, spent roughly one hour in each territory coaching discussion.<\/li><li>The most prevalent topics for territory coaching were account prioritization, followed by call patterns, and finally targeted messaging to gain new customers.<\/li><li>Managers who formally scheduled their territory coaching discussions were over three times as likely to discuss targeted messaging<\/li><li>The last and most important aspect of territory management and coaching is ensuring that salespeople do what they say they will do.<\/li><li>The strategic elements of account management, and associated coaching, typically include some sort of account assessment or analysis.<\/li><li>It is vital to ensure that your salespeople understand client goals and objectives, as well as any associated initiatives,&nbsp;because these initiatives will be top of mind for key contacts within the account.<\/li><li>Salespeople must also identify key decision-makers and influencers within the account.<\/li><li>The tactical aspect of account coaching involves <g class=\"gr_ gr_198 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"198\" data-gr-id=\"198\">execution<\/g> of an action plan. Action plans include specific types of activities that must be accomplished, time frames for the execution of those activities, and <g class=\"gr_ gr_81 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"81\" data-gr-id=\"81\">resources<\/g> needed to support those activities<\/li><li>The percentage of managers who require plans for all accounts is higher for high performers than for their lower-performing peers. This makes sense because salespeople who handle large, important accounts typically have very few of them.<\/li><li>The most typical frequency of account coaching discussions was monthly.<\/li><li>The agenda for the formal client <g class=\"gr_ gr_68 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"68\" data-gr-id=\"68\">meetingscontained<\/g> the following items:<ul><li>Performance survey feedback from the client<g class=\"gr_ gr_88 gr-alert gr_gramm gr_inline_cards gr_run_anim Style replaceWithoutSep\" id=\"88\" data-gr-id=\"88\">,with<\/g> specific areas of suggested improvements<\/li><\/ul><ul><li>Discussion of potential client needs<\/li><\/ul><ul><li>Agreement with <g class=\"gr_ gr_87 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins doubleReplace replaceWithoutSep\" id=\"87\" data-gr-id=\"87\">client<\/g> on which products <g class=\"gr_ gr_69 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"69\" data-gr-id=\"69\">andservices<\/g> to pursue further<\/li><\/ul><\/li><li>The highest-performing managers focus <g class=\"gr_ gr_70 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"70\" data-gr-id=\"70\">onstrategic<\/g> account coaching (assess the customer\u2019s business needs; align <g class=\"gr_ gr_71 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"71\" data-gr-id=\"71\">yourneeds<\/g> with the customer\u2019s; develop a plan to create mutual value). &nbsp;The lower performers focus on tactical <g class=\"gr_ gr_72 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"72\" data-gr-id=\"72\">accountcoaching<\/g> (Execute tasks according to plan; measure and course correct).<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 8 OPPORTUNITY COACHING<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The goal of opportunity coaching is to help salespeople qualify, pursue, and win deals.<\/li><li>The initial goal of opportunity coaching is to determine whether an opportunity is worthy of pursuit.<\/li><li>Selling in the identify needs stage is oriented toward effective opportunity qualification. Typical sales activities at this stage include<ul><li>Identify the steps of the customers\u2019 buying process.<\/li><\/ul><ul><li>Identify key decision-makers and influencers.<\/li><\/ul><ul><li>Uncover and assess buyer and\/or business needs.<\/li><\/ul><ul><li>Identify <g class=\"gr_ gr_116 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"116\" data-gr-id=\"116\">project<\/g> budget.<\/li><\/ul><\/li><li>Lack of established buying criteria is a telling sign that a buyer is not serious about making a buying decision.<\/li><li>Selling in the establish criteria stage is oriented toward understanding and shaping the criteria buyers will use to make their purchase decision. Coaching in this stage can help the salespeople determine how to establish value and set themselves up for differentiation in later stages of the buying process.<\/li><li>Coaching to ensure that sellers find out which competitors are being considered is also vital.<\/li><li>The only way salespeople can gain a true picture of the perceived strength or weakness of their solution is by getting this information from the buyers.<\/li><li>Coaching in the assess solutions stage is oriented toward helping salespeople position their solution in the most attractive light based on established buying criteria.<\/li><li>Salespeople must vet the buyers\u2019 perception of their solution, as well as the buyers\u2019 perception of other solutions under consideration.<\/li><li>It is shocking how many tenured salespeople don&#8217;t ask buyers how they rate the different solutions under consideration. Selling in the mitigate risks stage involves the surfacing of buyer concerns, negotiation of terms, and <g class=\"gr_ gr_222 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep\" id=\"222\" data-gr-id=\"222\">development<\/g> of implementation plans.<\/li><li>It is also important for salespeople to hold off on any type of negotiation until all buyer concerns have been addressed. Negotiation is not a substitute for good selling and should not be considered until all buyer risks and concerns have been mitigated.<\/li><li>Coaching during the mitigate risks stage is oriented toward helping salespeople build buyer confidence.<\/li><li>Counter to conventional wisdom, these late stages are not the ones that benefit most from coaching.<\/li><li>The top-performing managers in our study overwhelmingly orient their coaching toward the early stage of opportunity pursuit.<\/li><li>If salespeople have not been involved at all in the shaping of the buyers\u2019 criteria, it is highly unlikely they will win the deal.<\/li><li>Just because the buyer has received a proposal, it doesn\u2019t mean that the buyer is at the assess solutions stage.<\/li><li>In our experience, we\u2019ve found that two or three opportunities <g class=\"gr_ gr_286 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar multiReplace\" id=\"286\" data-gr-id=\"286\">is<\/g> about the limit of what can realistically be covered in a one-hour coaching conversation.<\/li><li>Not all opportunities salespeople pursue are equally complex enough to warrant a formal plan.<\/li><li>High-performing managers were more likely to require formal plans for only a subset of opportunities versus all opportunities.<\/li><li>High-performing managers tend to conduct these meetings as scheduled a higher percentage of the time.<\/li><li>The longer the sales cycles, the <g class=\"gr_ gr_100 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar multiReplace\" id=\"100\" data-gr-id=\"100\">less<\/g> <g class=\"gr_ gr_69 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"69\" data-gr-id=\"69\">frequentlymanagers<\/g> conducted opportunity coaching discussions.<\/li><li>The most common frequency for high-<g class=\"gr_ gr_71 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"71\" data-gr-id=\"71\">performingmanagers<\/g> was monthly opportunity coaching discussions.<\/li><li>Salespeople were required to update their <g class=\"gr_ gr_99 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"99\" data-gr-id=\"99\">CRMsystem<\/g> prior to the coaching meeting, come prepared to discuss progress <g class=\"gr_ gr_101 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"101\" data-gr-id=\"101\">oncurrent<\/g> opportunities, and provide updates on action items from <g class=\"gr_ gr_102 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"102\" data-gr-id=\"102\">previouscoaching<\/g> discussions.<\/li><li>Sales managers needed to be held accountable <g class=\"gr_ gr_68 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"68\" data-gr-id=\"68\">forconducting<\/g> the coaching sessions effectively and using the tools provided.<\/li><li>Sales directors should observe their <g class=\"gr_ gr_103 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"103\" data-gr-id=\"103\">managerscoaching<\/g> AEs and provide feedback.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 9 CALL COACHING<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>We will explore call coaching via call planning, call observation, and feedback of observed calls<\/li><li>The number one reason high performers help their salespeople plan a sales call is <g class=\"gr_ gr_69 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar multiReplace\" id=\"69\" data-gr-id=\"69\">because of<\/g> the importance of the sales call.<\/li><li>High performers are strongly oriented to proactive call planning regardless of whether they attend those calls.<\/li><li>Buyers\u2019 interests change as an opportunity progresses, and so must the salesperson\u2019s approach to individual interactions within that opportunity.<\/li><li>Good call coaching helps equip salespeople to question their buyers about the cost of inaction<\/li><li>Focus your call coaching efforts to help your salesperson shape those needs and quantify them into criteria that will best position your solutions.<\/li><li>Sellers who are most effective find out with whom they are competing, the solutions their competitors are providing, and the buyers\u2019 perception of each solution.<\/li><li>Call coaching prior to a solution presentation is primarily geared toward ensuring that the salesperson has clarified the criteria buyers will use to make their decision and that the salesperson has gained information about competitors under consideration.<\/li><li>Call coaching in this late mitigate risks stage of the buying process is designed to help salespeople build buyer confidence.<\/li><li>High-performing managers were twice as likely as their lower-performing peers to spend time in their scheduled opportunity coaching discussions planning upcoming calls.<\/li><li>Begin with the end. The first step in helping your salespeople plan an upcoming sales call is to determine their desired outcome for that interaction.<\/li><li>Anticipate buyer interests. Anticipate objections. Plan the opening.<\/li><li>Not all calls are complex enough to warrant comprehensive planning<\/li><li>High-performing managers are significantly more likely to require plans for only a subset of sales calls as compared to their lowest-performing peers. Be mindful of setting realistic expectations with your salespeople. Be clear about the set of conditions that must exist to warrant in-depth call planning.<\/li><li>Attending sales calls for purposes of observation and feedback is best done at the early stages of an opportunity.<\/li><li>High performers are 15 percent more likely than their lower-performing peers to attend sales calls in the early stages of an opportunity.<\/li><li>Most call coaching is as needed because of the <g class=\"gr_ gr_40 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"40\" data-gr-id=\"40\">natureof<\/g> sales calls.<\/li><li>The most frequently selected time allocation <g class=\"gr_ gr_39 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace\" id=\"39\" data-gr-id=\"39\">forhigh<\/g>-performing managers is between 30 and 60 minutes.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER 10 REALITY IS MESSY: ADAPTING COACHING TO A FEW SPECIAL SITUATIONS<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Those who are able to set a rhythm and execute it consistently, exhibit the following tendencies:<ul><li>Schedule coaching sessions on different days of the week, say, Monday and Fridays \u2014 days least likely to conflict with urgent business demands.<\/li><\/ul><ul><li>Schedule different salespeople for different weeks \u2014 meet with some salespeople midmonth, meet with other salespeople at the beginning or end of the month \u2014 allowing more flexibility to meet business demands.<\/li><\/ul><ul><li>Schedule breaks in between coaching discussions\u2014 allowing them to address urgent tasks and reduce stress.<\/li><\/ul><\/li><\/ul>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>Crushing Quota: Proven Sales Coaching Tactics for Breakthrough Performance&nbsp; by Michelle Vazzana &amp; Jason Jordan Key Takeaways Focus coaching on specific sales activities (which link to objectives which link to results) High performing managers: Schedule coaching conversations (rather than allowing them to happen ad-hoc) Hold fewer but longer &amp; more in-depth coaching conversations Use written [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":614,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_import_markdown_pro_load_document_selector":0,"_import_markdown_pro_submit_text_textarea":"","_monsterinsights_skip_tracking":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[1],"tags":[],"class_list":["post-612","post","type-post","status-publish","format-standard","has-post-thumbnail","category-uncategorized","entry"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.4 - aioseo.com -->\n\t<meta name=\"description\" content=\"Crushing Quota: Proven Sales Coaching Tactics for Breakthrough Performance by Michelle Vazzana &amp; 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