Sales Executive Council

Executive Brieng

World-Class Sales Coaching

Building a First-Line Manager Coaching Program

Gain Insight. Work Smarter. Execute Faster.

Letter to the Membership

Each year, the Sales Executive Council conducts a range of research initiatives on topics of member interest. Our intent is to develop insights, applicable practices, quantitative analyses, and reusable tools and templates to accelerate the resolution of our members most pressing business challenges. Few topics are as popular with sales executives as developing great rst-line sales managers. The interest springs from most companies transformative shift to solutions-sales strategies. Capable, solutions-ready managers are desperately needed to address signicant sales rep skills decits (e.g., deep customer need sensing, nancial acumen, business savvy) made evident by heightened solutionsselling requirements Unfortunately, a majority of rst-line managers are ill-equipped to lead solutions-selling efforts because they lack the most important driver of manager effectivenessbeing a great sales rep coach. This brieng summarizes our original quantitative research detailing how coaching impacts the performance of any sales force, especially core performers, who account for the middle 60% of salespeople. Indeed, we have found no other driver that can so signicantly raise the engagement and bottom-line results of reps. The last sections of this brieng focus on the resources we have compiled to help members implement world-class coaching programs for managers. Included are overviews of two key aides: 1) the Anatomy of a World-Class Coaching Program (version 3.0); and 2) the Sales Coaching Implementation Design and Execution Center. The Design and Execution Center is particularly valuable as it includes a First-Line Manager Coaching Playbook, a tool designed to help managers transform themselves through on-the-job exercises and self-study that reinforce the behaviors of great coaches derived from our analysis. We welcome any inquiries for more information about these data and cases. Feel free to contact the Sales Executive Council staff at +1-202-777-9570 at any time. Finally, we thank all those members who gave so graciously of their time and insight to make this work possible, and we would like to express our appreciation to the entire membership for its ongoing support. Sales Executive Council Washington, D.C.

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2007 Corporate Executive Board. All Rights Reserved.

Key Findings on Building a First-Line Manager Coaching Program

#1 Quality of Sales Managers MattersHigh-performing sales managers positively impact sales reps in terms of engagement and nancial performance. Reps reporting to great managers report high levels of job satisfaction and deliver four times more revenue than those working for poor managers. #2 Coaching Is the KeyThe manager activity most closely associated with sales rep success is coaching. However, of the skills that managers possess, an ability to coach individual sales reps is relatively the weakest. #3 The End of Democracy in CoachingSurprisingly, time spent coaching low performers does not statistically improve performance. Coaching star performers has equally little effect. Core performers, the segment of the sales force that accounts for the middle 60%, make signicant improvements with coaching. #4 Bottom-Line ImpactEffective coaching hits the bottom line. Council quantitative analysis nds that core sales reps receiving great coaching reach on average 102% of goal in contrast to salespeople reporting poor coaching who achieve only 83% of goal. Good coaching can improve core performance by 19%. #5 Great Coaching Is a Learned SkillThe Councils quantitative analysis indicates that ve well-dened drivers account for 77% of coaching effectiveness. Armed with this information, we can develop great coaches by focusing them on specic activities such as emphasizing the importance of targeting the best opportunities and spending at least three, but no more than ve, hours coaching each rep per month.

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Table of Contents
The Case for Developing Great First-Line Manager Coaches 4 The Anatomy of a World-Class Sales Coaching Program 16 Sales Coaching Implementation Design and Execution Center 18

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More Challenging Than First Apparent The Double Jump 2 x 2 matrix on the facing page depicts the challenge facing managers, especially in solutionsselling environments. Increasing their impact is easier said than done for two reasons, which conspire against traditional performance-improvement initiatives. First is their changing role; most managers are still promoted based on strong performance in the rep role, where the requisite skills are different from those required of managers. Second is the changing sales model; the manager pro le itself is simultaneously changing with the product-to-solutions transition. This double jump represents a vexing challenge to aspiring solutions-ready managers. A Worrisome Bottom Line Indeed, the early indications should cause concern. As shown at the bottom left of the facing page, sales managers fail to make the transition at an unexpectedly high rate. And, most alarming, sales leaders readily concede their rst-line managers are ill equipped to succeed in the future model. Nearly three-fourths of current managers are judged to lack the skills to meet future performance requirements.

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Double Jump
Forced to overcome two challenges simultaneously
Old-World Product Selling Manager Competencies New-World Solutions Selling

Traditional manager promotions were based only on ability to sell Changing Role

Closing acumen Business Forecasting Cross-Selling Star-level selling skills Competitive Customer relationship intelligence management Solutions selling Team building

Coaching Coaching Business analytics Business analytics Strategic insight Strategic planning Business development Solutions integration

making it doubly difcult to develop solutions-ready managers who are business minded and can also coach.

2 yet selling itself is changing radically with the move to solutions

Rep Competencies

Selling skills Product knowledge Product knowledge Relationship Closing Management Persuasion Closing Persuasion

Business acumen skills Star-level selling Extensive customer Customer needs analysis relationship Cross-selling management Competitive Teamwork intelligence Closing

Changing Sales Model

managers are poorly positioned for current or future success

Estimated Involuntary Turnover Rates for Selected Sales Position Versus All Exempt Positions 2001 Member Characterization of First-Line Sales Managers Ability to Meet Expectations

Despite being a known quantity in most cases, managers fail nearly as often as sales reps hired externally.
10.0%

9.2% 8.1%

Have the skills/ competencies to meet current performance requirements but not likely able to meet future performance requirements

28% 63%

Have the skills/ competencies necessary to meet current and future performance requirements

Annual Involuntary 5.0% Turnover Rate

0.0%

9%
Lack the skills/ competencies necessary to meet current performance requirements

3.2%

First-Line Sales Rep/ Sales Directors Account Executives Managers

n = 26.

Median Exempt 2.9% Involuntary Turnover Rate = 4.79% Sales VPs

Nearly three-fourths of members describe their manager pool as ill prepared to execute against the requirements of the role in the future.
= 99.

Source: CLC Metrics research; Sales Executive Council member poll 2001; Sales Executive Council member poll 2004; Sales Executive Council research.
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Indirect Yet Quantiable The benet of good sales managers has never been greater. Getting sales managers right pays off in a number of ways. Council research indicates that quality managers are signicantly more likely to positively impact overall rep job satisfaction and retain top talent. The data at the top of the opposite page illustrate the indirect benets associated with strong managers. The Manager Performance Premium The bottom of the page shows the direct nancial impact star managers can drive relative to underperforming managers. In one industry (pharmaceuticals), a top manager can drive $20 million more production from a sales team than a low performer. Even more promising, star managers can grow revenue production at a rate more than quadruple that of poor managersa difference even more striking over time. These examples speak to the multiplicative impact managers (low and high performing) have through their teams.

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Andthe Good News

High-performing sales managers positively impact rep engagement
Rep Satisfaction Level by Quality of Manager Reasons Why Top Reps Leaves Their Roles

Star managers signicantly decrease the risks of low rep productivity, sales force churn, loss of top talent, and high replacement costs. 1.47x x
Rep Job Satisfaction Level Frequency of Response

70%

30%

Poor Managers

Star Managers

Poor Manager Quality

All Other Reasons

and nancial outcomes

First-Line Sales Manager Portfolio Value by Performance Level Pharmaceutical Industry Wide swings in value created by managers underscore the urgency of nding and developing those capable of performing in a complex environment. 20%+
$50

Manager Quality Impact on Revenue Growth Top-Line Territory Growth, June 2002August 2003

$44 $34 $24

Top-Line Territory Growth

Annual Sales (Millions $25 of U.S. Dollars)

> 4x

05%

$0 Low Performer (Bottom 25%) Average Performer High Performer (Top 25%)

Poor Managers (Bottom 10%)

n = 234.

Star Managers (Top 10%)

Source: Smith, B., & T. Rutigliano, Discover Your Sales Strengths: How the Worlds Greatest Salespeople Develop Winning Careers, New York: Warner Business Books, 2003; Elling, M., H. Fogle, C. McKhann, & C. Simon, Making More of Pharmas Sales Force, The McKinsey Quarterly, March 2002; Fritz, D., What Really Drives Sales Performance? Two Words: Sales Management. Growth Solutions, LLC; Sales Executive Council research.
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The Quantiable Impact of Coaching In essence, the facing page makes the business case for developing great managers who coach. The top left shows team goal attainment by how much coaching managers do. Managers teams that receive fewer than two hours of coaching per rep per month achieve 90% of goal. On the right side of the same chart, we see that managers whose reps receive more than three hours of coaching each month perform at 107% of goal. The data is striking; coaching explains a 17% performance difference between those coached and not coached . Even more powerful, coaching is the difference between reps making or not making goal. Coaching also provides the additional benet of increasing returns on training investments. At the top right of the page, we see the rate of training decay for typical classroom or other traditional training that ends with the training session. Reps fail to recall 87% of what they learned 30 days following the training. However, the research shows that when training is complemented by in-eld coaching and reinforcement, productivity is quadrupled, from 22% to 88%. A Difcult Hill to Climb Though the business case for coaching is clear, the opportunity is not easily realized by most sales organizations. The bottom of the page illustrates a primary driver of the challenge. The data shows relative strengths and weaknesses of sales managers as perceived by reps. Bars above the line, toward the left of the chart, show the areas of greatest strength. At the right of the chart, bars that drop below the line show the areas of greatest weakness. Sure enough, at the far right of the chart, we see the greatest sales manager skills deciency: coaching. With both opportunity and challenge clear, the Council responded to members requests for more direction and embarked on a rst-of-its-kind quantitative analysis on sales coaching designed to prescribe what member companies should do to realize the potential returns of coaching in their organizations.

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Coaching to Win
The manager activity most closely associated with rep success
Team Percentage to Goal by Coaching Time per Rep per Month Teams not receiving coaching underperform by a signicant margin. On average, teams that report receiving more than three hours of coaching per month exceed their goals by 7%. 107%
Percentage 100% to Goal

120%

90%

92%

80% Low (< 2 Hours per Rep per Month)

n = 2,400.

Average (2 to 3 Hours per Rep per Month)

High (3+ Hours per Rep per Month)

is, regrettably, also the activity that managers do not perform as well as others
Relative Strengths/Weaknesses of Sales Managers Manager Skill Index Sales managers repeatedly underperform in two critical solutions-management skills: developing and coaching their reps.
0.10

0.09 0.06 0.05 0.02 0.02 (0.01) (0.02) (0.03) (0.08) (0.09)

Difference from Average Manager Skill Index

(0.10)

n = 2,400. Source: Sales Executive Council and SEC Solutions research.

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Re w Sal ar d es ing Pe Ind r fo i v r m idu a n al Cu ce Ma s t r ke o m t K er no a nd w le dg e S e Pr o r vi du ce c t K n a nd ow led ge Ab ili t Sal y t es o G Re sou a t he rce r Sal s es Ex pe r ie nce Ab ili t yt Di o P r ec r o t io v id e n of F a i Sal r A es ll o Op cat po ion r tu ni t ies Ef f ec tiv e Ma De k i n ci s i Cr on ea g tiv in i t y / I Pe Impr nno r f o ov v a t r m i ng io n an ce Co a ch i ng

A Journey and Destination The path to attaining a World-Class Sales Coaching Program is for most companies, as the adage goes, a journey not just a destination. Based on the best practices and collective wisdom of the membership, this journey consists of phases starting by simply recognizing the signicant performance improvement that coaching provides, moving through stages that create time and tools to ensure coaching can take place, and ending with the ongoing measurement of coaching success. The Difculties of Getting It Right Member progress on the path to achieving great coaching is blocked by common difculties. The research team conducted hundreds of interviews with leading sales executives who told us why it is so hard to embed coaching behaviors, and, more importantly, mindsets in their organizations. Using the words of senior executives, the land mines to achieving great coaching are depicted on the facing page aligned with specic steps on the path to highquality coaching. There is a strong causal relationship between the lack of rst-line manager coaching skills cited on the previous pages and these land mines. Beyond the obvious Incapable Managers land mine, Misplaced Priorities and Misaligned View of Coaching also point to more subtle, and perhaps more intractable, problems that result from poor manager coaches.

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10

Watch Your Step

Land Mines on the Path to High-Qualilty Coaching

Misplaced Priorities Weve been focusing on coaching for three years now, but honestly, Im not sure managers are even nding time to coach. Director, Sales Education Computer Hardware Company

Recognize Coaching Is Key Lever to Boost Performance

Create Sufcient Time/Capacity for Coaching

Misaligned View of Coaching As we integrated our recent merger, we realized their culture didnt embrace coaching, and interactions with managers werent value added. Our guys want to coach and the new reps (from the acquired company) just see it as criticism. EVP, Sales and Service Medical Products Distributor

Incapable Managers Our sales managers idea of coaching is to go in and close the deal for the rep. They just dont know any better. Global Sales Development Lead Energy Company

Ensure Coach and Coachee Share Common Understanding of Coaching

Train Incumbents in (and Precertify New Hires for) Coaching Skills

Poor Execution We end up focusing our coaching on our low performers because they are easier to identify. Global Sales Director Business Services Company

Insufcient Metrics We focus on time, but recently, we asked reps and managers how much coaching is happening, and theres a huge disconnect. Bad coaches estimate high, good coaches estimate low, and in both cases, reps say the opposite. Reps just want better coaching. SVP, Client Services Financial Services Company

Provide Coaches with Tools and Guidance to Drive Coaching Sessions

Measure and Reward High-Quality Coaching

World-Class Coaching Program

Source: Sales Executive Council research.
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11

Directing Managers on Whom to Coach To the best of our knowledge, the chart on the facing page represents a rst-of-its-kind analysis for Sales. It details how who is coached is at least as important as what is coached in achieving breakout sales results. More importantly, it provides the proof needed to be very prescriptive in directing rst-line managers in coaching while further developing the business case on the kind of bottom-line improvements rst-line managers can achieve by honing their coaching approach. Maximizing Returns Through Targeted Coaching The curves in the graph represent two different groups of reps in our survey sample: the curve with circles represents those reps receiving poor (i.e., very ineffective) coaching. Alternatively, the curve with squares shows those reps who receive great (i.e., very effective) coaching. The horizontal axis is a performance scale. All reps in the sample were organized into performance bands with relatively low performers to the left and high performers to the right. Of course, some reps are relatively low performing (and high performing) regardless of the quality of coaching received. The difference between the two curves is instructive in that it contradicts what might be expected (as shown in the upper left Its Not This); great coaching does not improve the performance of all reps equally. Rather, great coaching improves the performance of core reps while having relatively little impact on underperformers and stars, those at the extreme ends of both curves. The nding regarding coaching star performers may not be too surprising. One of the hallmarks of star sales reps is continuous improvement; if theres a better way to sell, stars tend to nd and adopt it more readily than others. However, the nding regarding low performersthat coaching does not boost their performanceis far more troubling because many managers spend signicant time in this area. The greatest insight from the page, however, is that the largest segment of sales forces, the core, represents the biggest opportunity to inect sales results through coaching. Box 3 shows how coaching quality can signicantly impact the performance of a core sales rep. Core reps who receive great coaching attain on average 102% of goal. But core reps who report receiving the lowest level of coaching effectiveness reach on average 83% of their goal. The 19% difference represents the opportunity for sales organizations that signicantly improve their coaching programs. In summary, the analysis draws two very important conclusions for rst-line managers: 1. A serious investment in better coaching can improve sales results dramatically in most organizations. 2. Coaching efforts should not be democratic, as conventional wisdom suggests; targeted coaching for core performers will yield the greatest returns.

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12

Moving the Middle

Coaching Offers Greatest Leverage When Targeted at the Core
Distribution of Relative Sales Rep Performance by Coaching Effectiveness

Its Not This

3
Coaching can substantially improve the performance of the core.
Improvement in Sales Performance Depending on Coaching Effectiveness Gap-to-Goal

Low

High

83%
50%

+19% 102%

Lowest Level of Coaching Effectiveness

Highest Level of Coaching Effectiveness

Proportion of Reps

25%

2 Performance improvements from stars are likely to be somewhat marginal. But evidence suggests that good coaching has a strong impact on HiPer retention.

1 You cant coach your dogs out of the kennel.

10% 0 Bottom 10% (equivalent to < 60% of goal)

0.5 Median (equivalent to ~100% of goal)

1.0 Top 10% (equivalent to > 140% of goal)

Relative Sales Performance*

Population Scoring Coaching Effectiveness Received as a 1 (Very Ineffective) Population Scoring Coaching Effectiveness Received as a 7 (Very Effective)

* To account for different distributions depending on sales context, gap-to-goal numbers were converted to deciles.
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13

Quantifying the Drivers of Great Coaches We expanded our quantitative research on coaching to answer the many tactical questions about what effective coaching really means. To complete this analysis, we developed an original quantitative survey that we administered to more that 2,600 sales reps and sales managers across many industries around the world. Sales results for respondents were also collected, enabling us to analyze correlations between specic coaching approaches and real outcomes. We found that the vast majority of coaching effectiveness (77%) can be traced to ve drivers. In other words, if a manager has these ve attributes, he or she is likely to be a very effective coach. They are listed in the center of the facing page along with their respective degree of impact beginning with the quality of the manager to the attitude of the salesperson being coached. The Prescription for Success Aligned to the outputs of the quantitative model on coaching effectiveness are 10 Hallmarks of Outstanding Coaches. These Hallmarks provide prescriptive actions that sales executives can take to improve coaching.

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The 10 Keys to the Kingdom

Summary of Key Coaching Takeaways
10 Hallmarks of Outstanding Coaches

Drivers

Relative Impact

Sales Coaching Effectiveness

1. Build strong relationships with direct reports 2. Are dedicated to improving team results 3. Emphasize targeting the best opportunities 4. Aggressively pursue deal protability 5. Create role for specialists to support opportunity creation

Manager Quality =

Sales Activities Prioritized =

31% 23%

23.2%

100% 76.8% 76.8%

6. Spend between three and ve hours per month coaching their reps 7. Coach the core for performance and the stars for retention

Time Spent Coaching =

14% 26%

8. Calibrate coaching style to the individual 9. Deliver coaching in person and in the moment

Coaching Style =

6%

Variance Unexplained Total Variance Explained by Variance Not of Coaching Model Captured Effectiveness by Model

10. Recognize the importance of rep job satisfaction in coaching delivery and effectiveness

Sales Rep Attitude =

Source: Sales Executive Council research.

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The Anatomy of a World-Class

1 Executive Support
Our senior sales executives understand and communicate the value of coaching to the organization and remain committed to sustaining a coaching program.

2 Coaching Receptivity
All levels of staff agree on a common denition of coaching and embrace it as a positive opportunity to improve personal performance. Staff proactively request and receive coaching as part of their day-to-day workow.

15 Coach Accountability
We tie coaching effectiveness to compensation, performance reviews, and promotion criteria, and publicly recognize coaching performance.

Culture and

14 Manager-Level Coaching Metrics

We assess and make public balanced metrics around coaching effectiveness, utilizing 360degree assessments to evaluate behavioral performance against standardized competency models and metrics tied to business outcomes such as team performance.

Metrics, Accountability, and Rewards

13 Program Assessment and Development

We track and review a mix of qualitative and quantitative metrics to assess program health. We communicate coaching wins back to the organization and facilitate the exchange of effective tools and approaches to direct program development over time.

Process and

12 Secondary Coaches
Though managers own overall coaching and development strategy for their direct reports, we leverage specialists and peers to coach in their area of expertise when appropriate.

11 Coaching Tools
We provide managers with a limited set of essential tools to help guide performance diagnosis and direct coaching activities on specic skills, behaviors, and activities.

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Sales Coaching Program (3.0)

3 Ensuring Coaching Capacity
We recognize the time commitment required for quality coaching and have instituted strategies to free up manager time to coach.

4 Multilevel Coaching
We employ coaching at every level of sales management to continually improve managers business, leadership, and coaching skills.

5 Coaching Competency Models

We identify the skills and strengths associated with world-class coaching in our competency models and directly link those models to hiring, development, and promotion criteria.

Context

6 Coaching Pre-Certication
We require that all sales managers be certied as coaches before assuming the manager role. Pre-certied coaches demonstrate coaching aptitude in real-world settings.

Talent Management

7 Coach Development
We recognize multiple levels of coaching ability and support continuous learning opportunities, including training and coaching, to develop managers coaching skills beyond minimum prociency.

Productivity 8 10 Customized Coaching Strategy

Managers devise coaching strategies that are based on demonstrated coachee need and direct coaching efforts to improve salesperson skills and activity/deal execution.

9 Allocation of Coaching Time

We direct managers to overweight coaching effort to salespeople with the greatest potential for improvement (i.e., core performers) and those whom we most want to retain (i.e., star performers).

Coach Deployment
We identify our best coaches and leverage them to support development of other coaches and/or provide supplementary coaching to other individuals.

Source: Sales Executive Council and SEC Solutions research.

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Sales Coaching Implementation

The best practices, tools, and templates housed in this center address key milestones the business case for improved coaching to proactively addressing common challenges or evaluating the success of a program already in place, these resources help

Sample PowerPoint Business Case Coaching-Related Slides Build Consensus

Leverage the sample business case and individual data points to build the internal case for increasing or revisiting coaching time and investment.

Coaching Effectiveness Pulse Survey Baseline Organizational Coaching Gaps

Use the Councils online diagnostic to gain clear understanding of the current state of coaching effectiveness in your organization. Determine your program needs and gaps.

Coaching Program Implementation Road Map Develop Implementation Plan

Map the implementation of your program using a proven project plan.

First-Line Manager Coaching Playbook Coaching Archive Implement Best Practices

Learn from other sales organizations that have achieved extraordinary results with their coach programs.

Anatomy of a World-Class Coaching Program Ongoing Assessment of Program Success

Measure your success and continue to improve using our diagnostic for evaluating program impact and coaching gaps over time.

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18

Design and Execution Center

members experience as they develop and evolve coaching programsfrom building of coaching programs. Whether you are in the midst of a program launch, just starting, you avoid reinventing the wheel and accelerate the returns on sales coaching.

The Case for Coaching: Sample Business Case Easily customizable, the Business Case Builder includes ready-to-use slides highlighting the qualitative and quantitative benets of coaching, helping you make the case for coaching at your organization.

Coaching-Related Slides Based on our quantitative and qualitative research, these pages highlight critical challenges, data points, and benets that illustrate the importance of coaching in Sales. Each slide is labeled with a description of how it may be used, enabling you to select the most relevant data your organization.

Coaching Effectiveness Pulse Survey Benchmark your coaching efforts against the ten Hallmarks of Outstanding Coaching. The Coaching Effectiveness Pulse Survey measures sales rep perception of the current state of coaching in your organization.

Coaching Program Implementation Road Map

Implementation Plan

This implementation road map provides a step-by-step manual for building a world-class sales coaching program from the ground up. For each key milestone, the road map provides diagnostic checkpoints to ensure the phase is right for your organization, key implementation steps, and an overview of potential land mines to avoid.

First-Line Manager Coaching Playbook This guide is a rst-of-its-kind playbook designed to help rst-line managers understand the value of effective coaching and how they can model star coaching behaviors to drive performance improvement. The playbook aggregates the highest-return tools and templates for immediate use at the line.

Coaching Practices Archive View the Councils coaching archive to access a range of coaching best practices, covering topics such as world-class coaching training and online coaching tools.

Anatomy of a World-Class Coaching Program (3.0) and Coaching Effectiveness Pulse Survey Use the Anatomy of a World-Class Coaching Program on an ongoing basis to help gauge the progress of your companys coaching efforts, both at a management and program level.

Source: Sales Executive Council research.

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19

Sales Executive Council

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