Weathering the Storm: Sales Coaching Where It Matters Most

On a recent flight in a small propeller plane during a Costa Rican thunderstorm, I was reminded of the importance of training. The pilots faced torrential rain, zero visibility, and lightning. They didn’t stop to pull out a manual on “what to do when a storm pops up from nowhere.” Surrounded by red on the radar screen, they relied on their preparation, instincts, and practice to adjust in real time.

How well can your sellers navigate their own storms? Difficult buyers and complex situations will always “pop up,” and in those moments, your team won’t have time to flip through a playbook. They’ll rely on the skills built through training, practice, and time with a qualified Coach. Below are recommendations we help you put in place to make sure they’re ready.

Establishing the right environment for coaching is as important as the actual coaching exercise. In my early sales career, some of the best information I received from my sales managers came after hours in ad hoc conversations on how to best position an opportunity or attack the competition, which helped me establish winning behaviors and habits.

Sales Manager Responsibilities

Sales managers have many responsibilities. Although the buyer/seller engagement gets most of the attention, the second most important relationship is between the seller and his or her manager. Do the sales management behaviors you have in place put you in the back or front position in line? Are you proactively leading from the front of the line, or trying to push your team from the back?  Which position would be the most advantageous for you and your team?

In many organizations, sales managers take pride in the fact that they are “behind” their team.  They take pride in being available whenever they are needed to come in and close a deal, discuss what went wrong after a loss, and check-in on progress throughout the sales cycle. These are examples of pushing from the back of the line. However, being at the front of the line is much more beneficial to both managers and their direct reports. How do you ensure you’re leading from the front of the line? Consider these four must-dos:

1. Manage Expectations – This concept is the polar opposite of figuring out what went wrong after losing a sale. Clearly defined sales process expectations are valuable in winning a sale. Ken Blanchard, author of the “One Minute Manager” makes the following statement: “As a manager, I’ve found that people are amazingly good at meeting my expectations, but only when they understand exactly what those expectations are.” If you set clear expectations for your team at every stage of the sales cycle, they are more likely to plan ahead to achieve a more productive sales engagement, increasing the probability of a win.

2. Review and Plan – This is where accountability comes in. A verbal summary of a conversation between a sales representative and a prospect is only subjective without customer validation. Require a consistent follow up to each sales call which includes a brief written summary of the conversations and clear agreed upon “next steps.” Schedule weekly performance assessments with each member of your team to encourage skill attainment and to address skill deficits.

3.  Coach and Confirm – Once skill deficits are uncovered, use the following tips for leading a coaching session:

  • Be honest, open, respectful
  • Give feedback in private (praise in public)
  • Review expectations
  • Be specific about deficit components
  • Ask for their perspective on deficit and possible causes
  • Ask for their ideas for skill fulfillment
  • Be prepared with some suggestions
  • Determine clear next steps and follow-up

4. Reinforce – Make sure your selling behavior is something worth emulating for all of those in line behind you. Remember the child’s game of “Follow-the-Leader”?  Management behavior will reinforce habits that are good or bad. As you lead, they will follow.

Get behind your sales team by doing an “about-face” and leading from the front of the line. Manage expectations, review and plan, coach and confirm, and then reinforce.

/by

Tips For Sales Coaching On The Front Line

August 12, 2025

Establishing the right environment for coaching is as important as the actual coaching exercise. In my early sales career, some of the best information I received from my sales managers came after hours in ad hoc conversations on how to best position an opportunity or attack the competition, which helped me establish winning behaviors and habits.

Sales Manager Responsibilities

Sales managers have many responsibilities. Although the buyer/seller engagement gets most of the attention, the second most important relationship is between the seller and his or her manager. Do the sales management behaviors you have in place put you in the back or front position in line? Are you proactively leading from the front of the line, or trying to push your team from the back?  Which position would be the most advantageous for you and your team?

In many organizations, sales managers take pride in the fact that they are “behind” their team.  They take pride in being available whenever they are needed to come in and close a deal, discuss what went wrong after a loss, and check-in on progress throughout the sales cycle. These are examples of pushing from the back of the line. However, being at the front of the line is much more beneficial to both managers and their direct reports. How do you ensure you’re leading from the front of the line? Consider these four must-dos:

1. Manage Expectations – This concept is the polar opposite of figuring out what went wrong after losing a sale. Clearly defined sales process expectations are valuable in winning a sale. Ken Blanchard, author of the “One Minute Manager” makes the following statement: “As a manager, I’ve found that people are amazingly good at meeting my expectations, but only when they understand exactly what those expectations are.” If you set clear expectations for your team at every stage of the sales cycle, they are more likely to plan ahead to achieve a more productive sales engagement, increasing the probability of a win.

2. Review and Plan – This is where accountability comes in. A verbal summary of a conversation between a sales representative and a prospect is only subjective without customer validation. Require a consistent follow up to each sales call which includes a brief written summary of the conversations and clear agreed upon “next steps.” Schedule weekly performance assessments with each member of your team to encourage skill attainment and to address skill deficits.

3.  Coach and Confirm – Once skill deficits are uncovered, use the following tips for leading a coaching session:

  • Be honest, open, respectful
  • Give feedback in private (praise in public)
  • Review expectations
  • Be specific about deficit components
  • Ask for their perspective on deficit and possible causes
  • Ask for their ideas for skill fulfillment
  • Be prepared with some suggestions
  • Determine clear next steps and follow-up

4. Reinforce – Make sure your selling behavior is something worth emulating for all of those in line behind you. Remember the child’s game of “Follow-the-Leader”?  Management behavior will reinforce habits that are good or bad. As you lead, they will follow. 

Get behind your sales team by doing an “about-face” and leading from the front of the line. Manage expectations, review and plan, coach and confirm, and then reinforce. 

/by

How Skills Development Fills Your Sales Pipeline

,

Many sales executives are laser focused on filling their pipelines for the year. Successful sales leaders know that a pipeline filled with qualified opportunities is essential to building sustained and repeatable revenue results, which is ultimately the fuel that drives organizational success. 

But the path to get to a healthy pipeline is not necessarily well understood and includes a number of variables, including the talent of the sales reps, market shifts, government regulations, and the competitive landscape. Despite these factors, there is one element that remains constant – selling skills. In order to have sales reps who successfully fill the pipeline with qualified opportunities, they must know how to identify, qualify, develop opportunities. 

Most sales managers are well versed in deal coaching. This means they know how to help their reps assemble the right mix of product and pricing to meet a customer’s requirements. While this is important, it does not address the fundamental need to understand how well the rep has qualified the opportunity, identified key players, and aligned your product/service offerings to meet the prospect’s business objectives. Each of these three steps requires specific skills, and managers who help their reps improve these skills are ones that will see the biggest impact to their overall sales pipelines and year-end results. 

Want to understand what prevents your sales managers from prioritizing skills coaching? Check this article out. And Look here for tips on successful skills coaching strategies.  

/by

Confidence is Critical for Sales Success

Confidence is an important component for success in Sales. In fact, it is critical to success in any pursuit in our personal or professional lives.

In the video above, John talks to Gerhard Schwandtner, Founder and President of Selling Power about how he gained the confidence to start Flannery Sales Systems 20 years ago. A solid network of connections, 13 years of sales experience (at the time- it’s now 38) and an indefatigable work ethic are the combination that bloomed into that confidence. Another important piece for confidence is preparation.

In a conversation with Aaron Rodgers (Super Bowl-winning quarterback) several years ago, John discussed with Aaron his regimented approach to preparation. What are the components that you have or use to create confidence? And how do you pass that on to others?

/by

Leveraging Upselling and Cross-Selling in Acquisitions to Drive Growth

,

When a business undergoes an acquisition, upselling and cross-selling become essential strategies for integrating product lines and maximizing value. Upselling encourages customers to buy premium or enhanced products, while cross-selling offers complementary products from the newly combined company portfolio. During acquisitions, these tactics help drive immediate revenue by enhancing existing customer relationships with broader offerings. By strategically aligning sales teams and cross-promoting the acquired brand’s products, companies can create a unified customer experience and unlock new growth channels in the expanded business landscape.

/by

Are You Speaking to the Right Key Players?

, ,

In the fast-paced world of sales, success hinges on more than just having a great product or service—it’s about reaching the right people. All too often, sales teams focus on delivering the perfect pitch but miss the mark by not engaging the true decision-makers. Identifying and speaking to the key players, those with the power to influence and make final decisions, can make all the difference between closing a deal or losing an opportunity. Knowing strategies to ensure you’re connecting with the right individuals in your sales process, helps  you to maximize your efforts and boost your success rate.

/by

Tactical Execution of Commercial Strategy (TECS) in Sales

, , , ,

In today’s competitive market, a well-defined commercial strategy is essential for achieving long-term success in sales. But what separates high-performing sales teams from those that struggle isn’t just the strategy itself—it’s how effectively that strategy is executed.

Tactical execution transforms a high-level commercial vision into real, measurable results.

Let’s explore the key elements of tactical execution in sales, and how businesses can align their teams to ensure every move propels them closer to their goals.

What Is TECS?

Tactical execution refers to the specific, actionable steps taken to bring a broader commercial strategy to life. While commercial strategy focuses on the long-term vision—such as market positioning, customer acquisition, and revenue goals—tactical execution is about the how. It’s the day-to-day Sales activities that ensure sales targets are met, pipelines are built, and relationships with customers are strengthened.

In essence, TECS translates your strategy into action. Without it, even the best commercial strategy will fall flat.

  1. Define Clear Objectives and Metrics

One of the first steps in tactical execution is ensuring every team member knows the specific objectives they are working toward. Sales leaders must communicate clear KPIs that align with strategic goals, such as:

  • The number of qualified leads generated.
  • Conversion rates at various stages of the sales funnel.
  • Average deal size or customer lifetime value.
  1. Use Customized Sales Tools for Conversations

Sales teams can no longer rely on instinct alone. The use of tools that are created for market specific applications for your product and services are essential. Forrester Research says only 26% of sellers know how to articulate the value their company provides. Don’t leave it to chance that the other 74% will get this right. Develop and adopt the use of tools in prep and Coaching calls.

  1. Align Cross-Functional Teams

Successful execution depends not just on sales but on a harmonious effort across marketing, customer success, and product teams. Cross-functional alignment ensures that everyone is rowing in the same direction.

Sales leaders must promote open communication between these departments to create a unified approach to achieving commercial goals. Regular interdepartmental meetings and collaboration tools, such as Slack or Microsoft Teams, can foster this alignment.

  1. Continuous Improvement and Adaptation

The business landscape is constantly evolving, and so too must sales tactics. TECS isn’t a one-time event; it’s an ongoing process of refinement. Adapting to changing market conditions or buyer preferences ensures that teams remain agile and ready to pivot when needed.

  1. Accountability

For tactical execution to succeed, every sales team member needs to be held accountable for their performance. Clear accountability fosters responsibility, but empowerment fuels innovation.

  1. Effective Sales Training and Coaching

Finally, none of the tactics will work without the proper skill set. Continuous sales training and coaching are critical for ensuring that your team has the expertise needed to execute the strategy.

Sales teams must be equipped with:

  • Conversation tools that allow them to present value effectively.
  • Negotiation skills to handle objections.
  • The ability to understand customer pain points and offer relevant solutions.

Conclusion

Tactical execution bridges a company’s commercial strategy and its success in the marketplace. By breaking down big-picture goals into clear, measurable actions and aligning sales efforts with other departments, businesses can effectively execute their strategy to drive revenue growth.

/by

Three Must-Haves for Success in Sales

During formal and informal conversations with our customers, we often hear the question, “How many steps should there be in the sales process?” We know how important it is for the sales process to mirror how customers are buying, but the reality is there is no one-size-fits-all answer.

Each business and its customers is unique and the number of steps in a sales process varies based on the complexity of your product or service, the industry you’re in and the preferences of your target customers. That being said, you can follow some general guidelines to help determine the optimal number of steps in your sales process.

Here are three stages, or milestones, that we find sales teams cannot live (or sell) without.

  1. Access to Key Players (Decision Maker): This is not a new concept but as budgets continue to be scrutinized, it becomes harder and harder to extend the reach of a sale to multiple levels of titles. Clearly articulate the far-reaching benefits of your product or service to complete this stage.
  2. Expressed Value:Once you have access, these individuals must understand the value that your offering provides. Without this, you will be dancing in the dark when it comes time to go into the evaluation phase.
  3. Approved Implementation Plan:During the stage of co-developing the opportunity with your customer or prospect, get your plan approved – not after the deal is signed. This sole step will help determine your position deep into opportunity development. Additionally, the seriousness of the participant gauges how sticky your solution will be thereafter.

I’ve previously shared this great example. A medical device customer of ours was having difficulties getting into conversations with key players in their existing customer base regarding a new offering they had obtained through an acquisition. The offering was an existing diagnostic test with a new enhanced feature. The challenge was that the enhanced feature provided a benefit that had never been completely commercialized.

We sat down with a cross-functional team from their organization and built a pro forma model of what impact the solution had on existing practices in the testing environment, and who would benefit from this. They went searching for data to substantiate their assertions of what value this add-on widget could provide. They found a reputable research company that had done a study that provided the information they were looking for. We were able to help build a dollar value and a testing value into a pro forma model (Benefit Summary). The Benefit Summary provided all involved with a complete understanding of the value of their new enhanced feature.

Next, we helped them to create a prototype of an Implementation Plan that correlated with how they could roll this out to their customers. Once completed, the sales process plan was delivered and executed with their main customers. As a result, they have successfully sold an additional 12% in total revenue on this product alone in an $80 million division.

What are you or your organization waiting for to drive more revenue? Let us help you define (or refine) these steps and start picking up incremental revenue now!

/by

Build Pipeline Through Skill Development

,

In the ever-evolving landscape of sales, one thing remains constant: the importance of a robust sales pipeline. It’s the lifeline of any successful sales professional, a conduit through which potential clients become valued customers. But how do you create and nurture a pipeline that consistently delivers results? The answer lies in skill development.

/by

Sales is a Skill Development Sport

Sales Success Requires Continual Skill Development

Do you play a musical instrument, speak a foreign language or play a sport? How did you learn, and continually improve? Doctors must take continuing medical education classes to hone their craft, and Sales should require the same. Put your comments below on how you, or how your Manager helps to build skill competency into Sales success.  

/by