Deal coaching is the most common form of sales coaching. There are three objectives that occur when focusing on deal coaching:
1. The Manager (you) wants to understand the status, strategy, and what’s being done around a deal so it has the best chances of closing.
2. The Manager (you) wants to make sure the sales rep’s abilities to develop and execute winning strategies is at the right level and growing. Intuitively, you coach a specific deal with the objective that the lessons can be applied to future deals.
3. The Manager (you) can get a check on how well they are managing the other deals in the pipeline. Since you can’t be everywhere at once, doing regular deal coaching provides you the ability to “test the waters” on their ability to manager other deals.
Most deals reviews are spent reviewing the history. The history of the deal should be completely laid out in your WideAngle brief. When the time comes to the deal coaching session, the majority of the time can be spent focused on the future on ways to shorten the deal size and improve the strategy.
Example of a Deal Coaching Session.
1. Dive into 2-3 activities that have been completed asking for better context and deeper understanding on them. This you cannot get in a CRM. For example: “Asking who is involved in buying the solution and how will they come to an answer?” Questions like these test the sales rep on whether or not they’ve executed the deal well or not. You’ll be able to tell based off their responses if they are executing the deal effectively. You should ask these types of questions in the brief. If the responses are good and the deal is being executed properly, move on to the next point: What’s next?”
2. The next steps section is where you the manager can add a lot of value to the rep’s thinking and deal. The starting point revolves around the next steps. Sometimes, this even leads into a SWOT Analysis with the sales person, identifying opportunities, threats and the actions required to address them. Also uncovering if anything has changed regarding the customer attitudes and perceptions or our competitive positioning provide helpful context to the discussion. The best sales coaching helps the sales rep uncover these themselves. The moment you begin to tell the rep what to do limits their growth and produces more work for you in the future.
3. The follow up is the most important part. You’ve spent 15-20 on one deal. The rep has likely spent numerous time sharing the details of a complex deal. It’s now time to capitalize on the efforts. In WideAngle, makes sure to identify what needs to be done, who needs to do it, and when they need to be completed.