June 29

The Coaching Conundrum—Why Sales Leaders Fail to Develop Their Team

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Sale Leadership Awakening
Sale Leadership Awakening
The Coaching Conundrum—Why Sales Leaders Fail to Develop Their Team
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In this episode of the Sales Leadership Awakening podcast, Steven Rosen and Colleen Stanley discuss the coaching conundrum sales managers face. They emphasize effective coaching in driving sales performance and highlight the impact of formal coaching processes on win rates and overall team success.

Steven and Colleen also discuss the key strategies and frameworks for creating a coaching culture that fosters continuous improvement and empowers sales teams to master essential skills. 

“Coaching is a tricky skill that needs to be understood and learned over time. However, it mostly becomes another item on a company’s to-do list and usually falls to the bottom.”  – Steven Rosen

Key Takeaways:

  • Lack of accountability and effective coaching are major obstacles sales leaders face in developing their teams.
  • Sales managers should focus on skill mastery by honing in on one or two key areas for improvement rather than trying to coach the entire sales process.
  • Consistent coaching sessions and pre-briefing sessions are instrumental in enhancing sales team performance.
  • Effective coaching leads to higher win rates and improved sales performance, while inadequate coaching can result in burnout, low morale, and increased turnover.
  • Regular coaching, focusing on skill development, and implementing a structured coaching methodology are key to creating a coaching culture and driving sales success.

Follow Colleen Stanley on LinkedIn

Follow Steven Rosen on LinkedIn

[Transcript] ​

Introduction

[00:00:05] Steven Rosen: Welcome to the Sales Leadership Awakening Podcast. I’m Steven Rosen, with my co-host Colleen Stanley. In each of our insightful episodes, we explore the knowing versus doing gap, trying to understand why sales leaders and their teams often struggle to turn knowledge. 

[00:00:30] Colleen Stanley: Yes, and today, Steven, I love the topic, and I’m going to give credit to you; you called it the coaching conundrum.

[00:00:35] Colleen Stanley: It’s really going to be a discussion around that perspective of the knowing and doing gap about why well-intentioned, hardworking sales leaders still fail to develop their teams. First, I was curious about what you mean by the coaching conundrum.

[00:00:56] Steven Rosen: Great question, Colleen. Most managers know if you ask them or their bosses how important coaching is. I’ll tell you, coaching is very important, but they don’t do it. 

[00:01:06] Colleen Stanley: Do not do it, or they do not do it effectively? 

[00:01:09] Steven Rosen: It’s a combination of both. As you just raised, one of them is that most managers are not effective coaches.

[00:01:16] Steven Rosen: They haven’t been trained. They don’t have the skills. One study showed that of the 10 core sales management skills, coaching was the worst in terms of how managers performed. So they’re not very good at it. 

[00:01:30] Colleen Stanley: As you said, they don’t even get any training on it. They just get thrown into this role, and it’s assumed that they know how to coach.

[00:01:38] Steven Rosen: I agree, and coaching is a very tricky skill. I reflect back on my days as a sales leader. I was a lot of good things. I was inspirational. I was driven. I probably wasn’t the greatest of coaches. Coaching, I believe, needs to be understood and learned over time. Another thing is that managers are juggling so many different tasks.

[00:01:58] Steven Rosen: Even though coaching is the number one activity in terms of driving performance, in most cases, coaching becomes another item on their to-do list, and usually falls to the bottom of the list. Companies, if they’re not training, certainly don’t have a formal coaching methodology and without a formal methodology, just like we realize in sales.

[00:02:18] Steven Rosen: Then we add methodology or a formal process for selling, and sales tend to go up. The same thing with coaching. If they’re trained, they’re excited to do coaching, and they have a methodology. Sometimes, they face resistance from their reps. So many managers then, if they’re facing resistance to their coaching, actually avoid it altogether.

[00:02:38] Steven Rosen: This conundrum involves a number of things, but managers who find a way, as we’ll discuss, tend to perform far better. 

[00:02:48] Colleen Stanley: The one that intrigues me is that I really think it falls in that knowing and doing gap. We all know there’s solid research out there. I think you and I both looked up a couple of stats to share with people who know this.

[00:03:00] Colleen Stanley: Why does it continue to fall to the bottom? Now, is this a CEO issue? I have had sales management workshops where the VP of sales is sitting there, and the manager and their EVP know they’re in the training. They beep them all day long on their cell phones. Does your manager not know you’re in a workshop?

[00:03:20] Colleen Stanley: Yeah. Is it a down problem? Bottom up? Belief system? What’s your perspective on why this keeps landing at the bottom, even though we know coaching improves outcomes? 

[00:03:33] Steven Rosen: To me, the number one problem is a lack of accountability. Of course, sales managers are accountable for their sales.

[00:03:41] Steven Rosen: We believe in the study show and know from experience that coaching drives performance. In my days, my managers would have a number of coaching days because we had all external salespeople, and they were expected to be in the field a number of days per year coaching. That was actually upwards of a hundred to 120 days.

[00:04:02] Steven Rosen: That was a KPI. That was actually one of my three critical success factors in running my sales organization, that sales leaders and managers would be out in the field coaching. So, you asked if it’s a CEO issue, I’m not sure if it goes up to the CEO because the CEO, as wonderful as they are, they’re probably doesn’t get into the details of sales, but certainly the CRO, VP of sales, they really need to say, ‘Hey, you know what? I’m going to train you guys. I’m also going to expect you to be out in the field, and in fact, what I’m going to do in terms of holding you accountable is to track your days, or you’ll track your days.’ When I train managers, we plan out their days for the whole year by rep and by month. 

[00:04:42] Steven Rosen: If it’s not well thought out, given this is your most important activity as a sales manager, why are managers not planning? So, there are a lot of things that fall to the bottom. It’s not one of those urgent things. It’s not a fire, but it’s long term development of your salespeople.

[00:05:02] Steven Rosen: Unless there’s accountability for doing it, I think it’s going to continue to fall to the bottom. All I can say is, all the heads of sales who are listening, you got to make it, and your managers have to be accountable for their number one performance-driven activity. 

[00:05:18] Colleen Stanley: I realized a couple of things that you’ve said here. Number one, this was part of their bonus program so it was this linked to their pay as far as these are the number of days in the field. If you missed it, did this affect your bonus, or did I misunderstand that? 

[00:05:34] Steven Rosen: Oh, actually, I’d love to say that was the case. It wasn’t that directly linked, but what we did was I always worked on three critical success factors.

[00:05:42] Steven Rosen: Every month, as head of sales, I report to the CEO my report on manager coaching in terms of their KPIs. So, there was high visibility within the organization. Now, over the three years I was VP of sales, we tripled sales. So, not to say that was the reason why, but it certainly was the contributing factor that the managers were out coaching and developing their salespeople.

[00:06:09] Colleen Stanley: Absolutely. 

[00:06:10] Steven Rosen: When I left industry, that was the one thing 20 odd years ago that I’ve been pounding the drum on. And you know, it’s still a challenge. I look at many organizations that are busy and very inflamed because a lot of Sales leaders and CROs coach the deal. 

[00:06:26] Steven Rosen: They’re very short-term focused, but they don’t coach the skills.

[00:06:33] Colleen Stanley: Yes, Steven. This is interesting because I was working with a group of high-potential sales managers. These were individuals for whom the company was really forward-thinking. They had set up this program to make sure that if they wanted to step into sales leadership, they were ready.

[00:06:49] Colleen Stanley: There was a young man in that particular workshop who worked at LinkedIn, and his bonus was directly affected by the number of hours he was expected to deliver coaching. So it’s interesting to me how all of us preach and rant and rave to our sales reps, and we make it, put them into the CRM tool, the KPI, all the sales activities, leading activities that lead to the lagging. Yet, we’re not doing that with our sales managers. It’s a big best practice that we’re missing in the transfer to that role in my opinion.

[00:07:23] Steven Rosen: I’m with you. There was one multinational pharmaceutical company that I was after for many years to help them out with their coaching, and they had a global program. The folks in Canada, after a third year of chatting with them, said, ‘Steven, you know what? Can you come in and look at what we’re doing? We’re not gaining traction, the managers are just not coaching’

[00:07:37] Steven Rosen: One of the things that we put in place was planning for their coaching time and keeping them accountable. So, I think the link that LinkedIn is doing is great, but it measures quantity, probably not quality. I think it’s a nice step, but there has to be accountability.

The Importance of Effective Coaching in Sales Leadership

[00:07:58] Steven Rosen: Just like if our reps didn’t make sales calls, I don’t think they’d be very effective. So, let’s talk about what you think is behind the lack of effective coaching in sales. Any obstacles that the sales leaders encounter? 

[00:08:12] Colleen Stanley: You mentioned one here. It’s a quote from the late John Wooden, and I’m going to paraphrase it. First of all, it’s really an awareness. Do not mistake your expertise with your ability to teach. We’ve all heard this story and seen the movies; the top producer gets promoted to sales manager because of their expertise in selling. 

First of all, you have to have that awareness and humility and resolve to say, ‘I got an entirely different set of skills to learn’ Think about it, Steven, people go to be teachers, they get four-year degrees on it, learn how to have people learn, absorb, and recall material so I think that’s number one.

[00:08:52] Colleen Stanley: The second one is, and as long as we’re talking about school, this is where we might be getting D’s, okay? So first of all, as you just mentioned, we confuse deal review with deal coaching. In coaching sessions, we’re often just looking at the numbers in the analytics.

[00:09:12] Colleen Stanley: Now, that’s important to know. Do we have a consistent theme? Is there a place in the pipeline where all the conversion rates aren’t being hit? But deal review never changes the numbers. Deal coaching is the only thing that changes the numbers there. So, you have to really make sure that when you’re conducting a coaching session, it’s a deal review or deal coaching.

[00:09:31] Colleen Stanley: The second D that we sometimes fail in is that we don’t diagnose the right treatment. The sales challenge, and the performance issue, often when I’m holding sales management workshops, I will take them through an exercise. It’s self-discovery because people believe their own data and what sales managers discover.

[00:09:53] Colleen Stanley: It is often not a training issue; it’s a self-limiting belief issue. I would keep training and training on the same issue. With this exercise, there are different ways that you ask questions. They’ll start discovering the reason my salesperson isn’t calling at the top, the C suite, is not that they don’t know to call in the economic buyer, user buyer, technical buyer, all those great terms. It’s because of a self-limiting belief that I’m going to look stupid and get stumped. 

[00:10:23] Colleen Stanley: If you don’t know how to coach people and how to identify self-limiting beliefs, you can talk until you’re purple, but they will not apply the skills you’re teaching. So, sometimes we’re diagnosing the wrong end of the problem.

[00:10:42] Steven Rosen: I totally agree, and more training doesn’t solve issues. Sometimes, the issue is an attitude or, as you may see, a fear that gets misdiagnosed, and we try doing things that are not going to impact performance. 

[00:10:53] Colleen Stanley: Well, think about this. Every good sales methodology, and by the way, have a sales methodology because you cannot coach 12, 8, or 20 different playbooks, all right? You just can’t do that.

[00:11:03] Colleen Stanley: But if you take a look, every good methodology will tell you to uncover and get agreement on the budget before writing a proposal, right? But why do so many salespeople still write practice proposals only to hear the words, you’re too high or that’s not in our budget?

[00:11:24] Colleen Stanley: It’s because they have a self-limiting belief system that if they continue to be assertive during the budget step, they’ll look pushy. They’ll turn off the prospect. Now, that could be a skill issue on how they’re saying it, but I’ll guarantee you half of them when they hear; I don’t have any idea from the prospect, and they’ll do the okie dokie thing. ‘Okie dokie, I’m outta here.’

[00:11:42] Colleen Stanley: Then they go forward and write a practice proposal when they know they should uncover the budget. So, there’s a limiting belief. I don’t want to look pushy. They go along to get along. So that would be another misdiagnosis. Either work on the belief system in the budget step or assertiveness to gain agreement at least on a range of a budget.

[00:12:05] Steven Rosen: So what kind of questions? One, being there and observing certainly may help the manager diagnose the issue. How do you best diagnose what the issue is through effective coaching? Where I was leading was observing sometimes helps if you’re coaching post-call. It’s much more difficult to be able to diagnose why they didn’t do something.

[00:12:25] Colleen Stanley: My suggestion is that they include as many pre-briefing coaching sessions as they do debriefing coaching sessions. Pre-briefing is about determining whether they can recall the information and demonstrate the right selling behavior. Debriefing is about whether they did the right selling behaviors. So pre-briefing is actually testing whether they can recall it.

[00:12:51] Colleen Stanley: Can they recall it under some pressure? I encourage managers to create a lot of pre-briefing forms based on their methodology. But a quick example of this, Steven, would be, ‘Tell me what’s your response to when the prospect has an objection that sounds like this,’ and then we’ve got to see if that salesperson can respond to the objection and we had confidently do it without getting emotionally triggered.

[00:13:20] Colleen Stanley: You can have a series of questions you’re testing. Do they have the answer? You can pre-brief a call and say, ‘Give me the five questions you’re going to ask to quantify the financial impact of the problem you’ve uncovered to see if they can actually ask smart. 

[00:13:38] Steven Rosen: I’m with you, and the challenge when I’m listening to what you’re saying is, ‘I’m on board. I think that’s great.’ We’re with a rep, and we have a pre-briefing. How many sales managers do that and do that effectively? 

[00:13:49] Colleen Stanley: I find that once they learn about pre-briefing, most are so used to debriefing the call that they’re eager to embrace it.

[00:13:58] Colleen Stanley: I can give you one case study with a team that had a sales group that they started from scratch every year, meaning they were hunters, and every year, their quota started from zero. They saw a tremendous increase in sales results by including pre-briefing sessions much more so than they did the debriefing.

[00:14:17] Colleen Stanley: That was just one case study I had. Most of the time, they’re pretty open to embracing it. And then if you just work through it, these are just questions, then they’ll get the skills needed in their sales management role. 

[00:14:31] Steven Rosen: That’s great. Now, this is a group that invested in training, and I think in many cases, that is where one of the conundrums happen is that if they’re not being trained properly, and that’s a great training technique to pre-call to plan out the call before to go through it.

[00:14:46] Steven Rosen: It makes it more powerful that you come back and ask them how they achieved their goals. 

[00:14:53] Colleen Stanley: Yes. One is, can they do it? The debriefing, did they do it? That’s the way to think of pre-briefing and debriefing. Steven, I’m curious about the coaching you do to get people out of this conundrum. Are there any steps, frameworks, or models that you teach managers that you’ve seen help them really get traction on the salesperson improvement? 

[00:15:15] Steven Rosen: So I’m going to keep it very top-level. I do have a formula that I follow, but the first thing is that if companies want to create a coaching culture to improve the coaching effectiveness of their sales managers, they need to do some training, but training alone doesn’t do that much.

[00:15:32] Steven Rosen: Unless there’s a follow-up because coaching is a difficult skill. So unless the next level of management is going to coach the coaches, on coaching or part of what we do to ensure that the information moves from knowledge to action is to coach them for three to six months on their coaching. 

[00:15:52] Colleen Stanley: Let me ensure everyone follows that.

[00:15:54] Colleen Stanley: We do need to have the training because otherwise, you don’t have anything to coach against, right? So you have to have that coaching methodology, but then where the magic happens is application. Can they apply the knowledge they learned? Am I tracking? 

[00:16:09] Steven Rosen: Right on it. Are they applying it? What happens sometimes is if we’re doing something and it’s not working, we tend to default back to what we used to do before.

[00:16:18] Steven Rosen: So the whole beauty of having it is that it’s almost like going golfing. You can take lessons in a dome somewhere and then go out, and things are not working, wouldn’t it be great to have that same person who was in the dome with you come out with you and help you with the things you needed to remember? 

[00:16:33] Steven Rosen: So they’re actually with you through the process or at least debriefing on how your swing went post-training. You mentioned in terms of having a framework, there are lots of frameworks out there. There’s the grow model, which is well known. I used an approach called focus sales coaching. It really creates consistency and what we’ve learned. Anytime you implement a selling process, sales go up. Anytime you implement the coaching process, sales go up. 

Nurturing a Culture of Support and Development

[00:16:52] Steven Rosen: One of the things we discussed earlier is being clear on the expectations from coaching. How I look at it is, if a coach or a manager over the course of 6 to 12 months is able to help a rep move from proficiency to a specific skill, let’s say it’s discovery or even on prospecting, from a proficiency of 5 or 6 out of 10 through proficiency of 8-9 on 10, I look at it as if they’ve done a great job because in most cases, coaching never moves the needle. 

[00:17:31] Colleen Stanley: They try to coach the entire sales process, where there may be one selling step, one selling stage, and this is where the rep of the week is.

[00:17:40] Colleen Stanley: Really hone in there and develop mindset skills, selling skills, or what have you. That’s where we’re going to get the traction. 

[00:17:47] Steven Rosen: That’s why I call it focused. Sometimes, a rep needs to improve in seven or eight areas, but they just can’t. Part of it is when I talk about an 8 on 10 insurance proficiency; another term I use is skill mastery.

[00:18:01] Steven Rosen: You become a real master at that skill, and that doesn’t happen overnight. A lot of sales managers do what I call flavor-of-the-day coaching. This is what I feel like doing today. Today, we’re going to focus on chocolate. Next time, we’re going to focus on vanilla. So today, we’re coaching discovery.

[00:18:19] Steven Rosen: Next week, we’re coaching prospecting to learn and grow. It doesn’t happen overnight. It’s an ongoing sequence of events where a lot of the growth happens when the manager is not there because the rep focuses on one or two key skills. 

[00:18:34] Colleen Stanley: Yes. Steven, what’s interesting is that you’re reminding me of one of my favorite books.

[00:18:39] Colleen Stanley: The title is The Talent Code by Daniel Coyle. He traveled the world to find hot spots of talent, and what he discovered is exactly what you’re talking about. So the great teachers and students didn’t work on a whole bunch of stuff. I believe it’s called chunking.

[00:19:04] Colleen Stanley: They would take, maybe if they were musicians, one piece of the playlist or what have you, and they would play it repeatedly until they mastered it. I think that’s our desire to help our salespeople. We’re screwing up because they need to master the whole sales process but sequentially is the best way to do it. 

[00:19:18] Steven Rosen: One hundred percent. Studies have shown that improving one or two areas in someone’s selling has a tremendous or significant impact on their performance.

[00:19:28] Steven Rosen: So if we try to do too much, as I said earlier, coaching never moves the needle. To me, moving the needle is improving one skill that the rep can master. 

[00:19:38] Colleen Stanley: If you can’t master prospecting, you certainly don’t need to master the discovery process because you won’t have any meetings to run it.

[00:19:47] Steven Rosen: I recently wrote an article that 50% of reps hate prospecting. Also, the problem is managers avoid coaching and prospecting and sometimes they try to offload it onto their sales enablement people, but they avoid that component of the selling skills. To me, it’s doing the basics of strategy for success.

[00:20:05] Steven Rosen: So I’m just going to add a couple of other things. I know I’m long in the wind on this. We talked about post-call and pre-call. One of the major shifts in coaching is when you’re providing feedback; I always tell my clients to ask before giving feedback. ask the rep how they thought it went and what they learned because once you give your feedback, you’re done.

[00:20:26] Steven Rosen: The reality is if you’re a really good sales manager, you may be out with your rep twice a month, that would be phenomenal. Two days a month or a couple of calls a month. What happens the other 18 days of the month? We need the rep to be self-evaluating and if we can teach that skill when we’re coaching, that they self-evaluate post-call, they may have missed some stuff, but we want them really evaluating themselves before we give the feedback.

[00:20:51] Steven Rosen: The last way managers can improve their coaching skills is to book regular coaching sessions. I do this for a living. I coach sales leaders. One of the things, as I tell sales leaders, is that if we don’t book once a month, there’s really no point in having a coaching program because coaching builds momentum, and it’s always about holding them accountable to what they said they’re going to do last.

[00:21:14] Steven Rosen: So, as leaders, if we arbitrarily say, ‘Okay, tomorrow I should probably coach. I’m going to coach Colleen.’ Then, three weeks later, ‘I think maybe it’s time to coach Colleen again. I’ll give her a call.’ For coaching to work, you’ve got to have regular sessions booked, and the sales rep knows you’ll be returning with them in three to four weeks.

[00:21:34] Steven Rosen: Hopefully, the emphasis is on working on those skills. 

[00:21:38] Colleen Stanley: Absolutely. What’s interesting is the consistency; I will sometimes hear the excuse, busy schedules, I’ve got a lot of reps. I’m always reminded of a sales manager, VP of sales I worked with, I’m going to say probably 13 years ago. At that time, he had too many direct reports.

[00:21:55] Colleen Stanley: He had 16 direct reports. However, he ran a coaching session with each one every week, and I remember asking him, I said, ‘Could you go to every other week? He said, ‘Here’s what I’ve learned. I have really good salespeople, but when I miss a week, they start veering off track,’ and the outcome of this is that a company that went on to achieve over 100 million in sales has recently been acquired.

[00:22:21] Colleen Stanley: This is a nice success story. I’m always reminded of the sales manager, and I guess it’s like: If you think it’s important, you’ll make the time to do it. So, as the sales leader, I would probably challenge them when they’re using the time excuse or what have you. Examine your own belief system. Do you believe this is important? We always make time for what we believe is important. 

[00:22:43] Steven Rosen: I agree with you 100%. So, if it is important, then the doing component is blocking your time, right? I work with vendors. One of the things I suggest they do when we start working is to book their coaching sessions at least three months out. So, what happens is basic time blocking, right?

[00:23:00] Steven Rosen: If this is your most important results-generating activity, why shouldn’t you book it? Then, other stuff comes up, like, ‘Oh, sorry, I’m out in the field coaching that day.’ 

[00:23:10] Colleen Stanley: It’s what we teach our sales reps—calendar block time for prospecting account management. You must play those skills needed to transfer to that sales leadership role.

[00:23:20] Colleen Stanley: It’s interesting where that sometimes gets lost. What we did as top sellers is not transferring to our role as top sales leaders. 

The Impact of Ineffective Coaching

[00:23:29] Steven Rosen: I guess there are two ways to look at this. If you look at effective coaching, what’s the impact overall on the team? If you look at the opposite equation, what was the impact of ineffective coaching on a sales team?

[00:23:41] Steven Rosen: If you have any examples or data highlighting the importance of great coaching. 

[00:23:46] Colleen Stanley: There’s a couple of data points studied by CSO Insights, okay, found that companies with a formal coaching process, so that probably means they’ve got a methodology by which they’re coaching, they achieve 28 percent higher win rates than those without.

[00:23:59] Colleen Stanley: So get a playbook and then coach against it. Now, another stat I thought was interesting was that the sales executive council showed that more coaching, regardless of the quality of coaching, improves performance by 17%. So what I’ve got to believe is that the coaching isn’t effective, but at least the fit salesperson feels supported.

[00:24:23] Colleen Stanley: I matter. Somebody cares about what I’m doing. So, for sales managers that are getting a little worried, I’m not this great coach yet. Don’t worry, simply show up. So, that’s some of the data on the positive side. 

[00:24:36] Steven Rosen: That’s really great data. Some of it concerns showing love in coaching. The question always comes up in training sessions: Who do I coach my As, Bs or Cs?

[00:24:45] Steven Rosen: To me, the answer is you coach your As for some skill improvement, but you also coach them to show them that you care about them and that you’re engaged in their business. So, you have the biggest lift because you have incremental opportunities to improve their skill sets, and the Cs or Ds,—you have to make some decisions there—depending on how you frame up your salespeople. 

[00:25:08] Colleen Stanley: What you have to look at is if you’re hanging on to Cs for too long, you don’t have a training and coaching issue, you have a recruiting and hiring issue because if you had a full salespeople pipeline, you would not be hanging on to a C.

[00:25:21] Colleen Stanley: So this, again, are we diagnosing the right end of the problem? I always tell managers that if you’re hanging on to someone, we don’t have a coaching issue here, we have a recruiting issue, and they always laugh and go, ‘Cool. Point taken.’ 

Avoiding Burnout and Maintaining Morale

[00:26:01] Colleen Stanley:So, Steven, you asked about the negative impact. I think all of us, just from common sense, if we don’t have a consistent coaching program or ineffective, one of the biggest things that can happen, and it’s almost getting to be too big of a buzzword, so I’m going to use it cautiously, is burnout.

[00:25:50] Colleen Stanley: But let me put it in the context of a definition I read years ago, and it just really resonated with me. This individual said, ‘Burnout happens when you’re not making progress.’ We have felt burnout many times in our life. It’s not from the long hours. It’s maybe not from an extra workload because sometimes long hours are a big workload, but if you see progress, you’re not getting burned out.

[00:26:17] Colleen Stanley: You might be tired, but that’s different from burnout. I think for sales leaders, if we’re not providing consistent, effective coaching, this person is just getting discouraged. They’re working those long hours, really hard, but they’re not getting any traction. Then, as we know, burnout leads to turnover and low morale, which is very costly to a team because you’ve got too much turnover going on.

[00:26:41] Colleen Stanley: This is the second problem you have. Are customers leaving? Nobody likes the news showing up on Zoom in person or on a phone call where they have to be. Have you ever been in a doctor’s office where you have to tell ’em your history over and over? They’re sitting there going, ‘You should know me. We’ve been doing business with your company for five years,’ but you have a revolving door going on.

[00:27:01] Colleen Stanley: Burnout, morale, and customer retention will be affected. 

[00:27:05] Steven Rosen: So, to me, the equation for performance comes back to sales leadership, and great sales leaders will get better performance on so many levels just because of how they approach their people. 

Conclusion

[00:27:17] Colleen Stanley: Absolutely. It’s just like real estate; they have locations. In sales leadership, we have people. We’ve had a great conversation again today. So, for everybody listening, I hope you gain some insights with our Sales Leadership Awakening podcast, where Steven and I do our best to help you bridge the knowing in doing gap in your role as a sales leader. Thanks, everyone.

[00:27:38] Steven Rosen: Thank you.


Tags

Colleen Stanley, emotional intelligence for sales and sales leadership, executive sales leadership, knowing and doing gap, sales leadership, sales leadership coaching, sales leadership development, sales management training, Stanley, Steven Rosen, the sales leadership awakening podcast


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