Getting In Shape For Coaching Sales People

Written by Nicki Weiss

“What does it take to become a great sales coach?” is one of the first questions sales managers ask me when I am running a training session or acting as their coach. They are surprised to hear that I put “an extreme curiosity about people” at the top of the list of desirable coaching skills.

Sherlock Holmes had a great line: “You have eyes, but you do not see.” Holmes’ close inspection of others gave him insight into his cases and allowed him to untangle them. He was the ultimate curious observer, noting habits and traits and special characteristics. Good coaches do the same with the people they’re coaching.

I suggest that sales managers who want to get into shape for coaching start to hone their curiosity skills. The best way I know to do this is to become a Holmes, closely observing people and noting what they do and how they do it.

In my experience, the more you learn about human behaviour, the more you can untangle the “Why?” and “How?” questions.

• Why don’t my salespeople do the things that will make them money?

• Why don’t these people sell in a way that has been proven successful in the tech office equipment industry?

• Why don’t they do what I say?

• How can I light a fire under them?

Want to figure out what makes the people on your team tick? Follow these simple tips to get your curiosity muscles in shape.

Become an obsessive people watcher
A little while ago, I worked with a sales manager who wanted to understand his team better. We went to a café in a busy office building and, in Holmes fashion, started closely observing people. We watched their facial expressions for signs of temperament, body language for indications of character and personality, rated their level of energy, and tried to guess their occupations from the way they dressed. We would occasionally ask to see if our observations were correct by introducing ourselves as “people watchers” and asking questions. Because we were open and friendly, we found people were open and friendly in return.

The sales manager was surprised to learn that he could objectively watch people and learn about them without judging their behaviour. He carried this lesson over and began observing his team members, not with a “where are you messing up?” eye, but simply trying to understand their characters and personalities.

His curiosity helped him ask his team members better questions, which led to his staff being more candid with him, which led to improved ideas for attracting their ideal clients, which led to extraordinary sales results.

Turn off the sound on the TV
See if you can tease out what people are ‘saying’ with their bodies. This is another great way to people-watch.

Separate observations from interpretations
It is easy to misinterpret what you are seeing. For instance, a classic interpretation of crossed arms is that the person is angry or defensive. While it may be true, there are other reasonable explanations. I often feel cold, so I cross my arms to stay warm when I am talking to others.

Most people tend to observe scantily, then rush to judgment. Try to observe longer, and when you make an interpretation, validate it.

Close your eyes when you talk on the telephone
Can you hear the person’s level of passion and enthusiasm? Are you paying attention, or is your mind wandering? What else are you aware of?

I love talking on the telephone with my eyes closed, because I hear an amazing amount. In addition to uncovering each person’s endearing weirdness (everyone is weird, I have decided), I can hear their depth and integrity, what they are not saying, and feel that person’s impact on me more profoundly.

Figure out what your gut is trying to tell you about someone.
Use the following exercise to tap into what you ‘know’ but aren’t acknowledging. Think of a problematic relationship with a member of your sales team. On a piece of paper draw a line down the center from top to bottom. On the right side write down a conversation with this person that left you feeling uncomfortable. In the left column, write down all the things you thought but did not say.

For example:

What N thought but did not say

Actual conversation

N: I really hate having to follow up on M.

N: I knew he would say that. He is forever making excuses. I think he is unprepared or reluctant to handle indifference and I feel frustrated.

N: What happened in yesterday’s cold calling?

M: Nothing. This list is terrible. I’m researching a new list and will start again tomorrow.

N: OK. Let me know how it goes.

N’s comments did not reflect her thoughts. Try to observe these background thoughts – they are your gut instincts shouting at you.

The next part of the exercise, of course, is figuring out how to put those thoughts into words that will get across your message in a constructive way. In this example, N could say” “M, I’m feeling frustrated about the excuses I feel you’re making for your lack of success in cold calling. It may be that the lists aren’t perfect. I’m also wondering if there is something else going on and I’d like to explore that in order to help you get unstuck and get going.”

Observing, reflecting, and extreme curiosity are the muscles you work to get in shape for coaching. Good luck, and successful coaching…

Nicki Weiss -
	Nicki Weiss is the founder of SalesWise , a Toronto-based sales coaching and sales management training company. Nicki is a certified sales management coach, master training and seminar leader. Subscribe to her free e-newsletter filled with fantastic tips that will drive more revenue at www.saleswise.ca This article may be reprinted in its entirety with express written permission from Nicki Weiss. The reprint must include the section “About the Author”. Read More >>
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