Navigating the Shift from Sales Manager to Coach

As a sales leader, there is a time and place to be a manager, a coach, or both. Managers focus on operational tasks, ensuring the day-to-day activities run smoothly. A sales coach, on the other hand, works to develop the sellers and foster growth within the team.

Each role is essential, but harnessing their full potential requires mastery in understanding when to step into each mindset. In our recent Sales Readiness Podcast episode, Ray Makela sat down with Jeff Cordes, SBI’s Senior Director of Training Services, and highlighted that knowing when and how to coach your sellers can make all the difference in building a high-performing team.

The Payoff of Great Coaching

Creating a coaching-centric environment within your sales organization delivers undeniable benefits:

• Exceeding Quota: Teams coached effectively are more likely to surpass their targets.
• Talent Retention: Top performers thrive in feedback-rich environments and are less likely to seek out new opportunities.
• Motivated Teams: A culture of development boosts morale and cultivates positive attitudes and motivation.
• Attracting Top Talent: Organizations with a reputation of prioritizing coaching gain a competitive edge in recruitment.

By embedding feedback and development into your team’s daily routine, you will enhance performance and build a reputation as a workplace that values growth.

What Holds Sales Managers Back from Coaching 

Many frontline managers face challenges transitioning from managing to coaching. One of the biggest obstacles to overcome is their past. Many frontline sales managers were promoted for being top sellers and not trained to coach their sales reps to do the same. Coaching is a learned skill, and mastery requires intention and practice.

Another common hurdle is the instinct to solve problems for the team rather than empowering sales reps to find solutions for themselves. While this approach may seem efficient, it hinders long-term team growth. Coaching to build self-sufficient reps frees up managers in the long run, allowing them to focus on strategic priorities.

Time is a persistent barrier. Frontline managers juggle many responsibilities, from recruiting to managing relationships to progressing deals. However, dedicating time to coaching yields long-term benefits by creating a more autonomous and productive team.

Shifting to a Coaching Mindset 

To transition from being a successful sales rep to an effective coach, sales managers must embrace a mindset shift. Goals surrounding personal achievements (the mindset of a sales rep) should shift to advancing the team. To cultivate this new mindset:

• Ask Questions, Don’t Tell: Great coaches engage in conversations that guide reps toward finding their own answers.
• Actively Listen: Practice attentive listening and asking questions to truly understand a rep’s challenges and needs.
• Invest in Development: Coaching takes time but pays off in stronger, more confident sellers.

This transition requires letting go of the individualist mindset developed as a seller and focusing on elevating the team as a whole.

Overcoming Resistance to Coaching 

Some reps may resist coaching, but this often stems from how the coaching is delivered. Start by evaluating your approach. Effective coaching is collaborative and focused on two-way feedback and mutual accountability.

As yourself these critical questions: Are your reps making an effort to improve? Are they receptive to guidance? If resistance persists, it may be a sign they are in the wrong role.

Make Coaching a Non-Negotiable 

To make coaching a consistent practice, it must become part of your routine. Carve out time for coaching in your weekly schedule and prioritize it as a non-negotiable.

• Leverage 1:1 Meetings: Dedicate weekly time to coaching. These sessions should not be focused solely on pipeline or forecast reviews.
• Celebrate Wins: Recognize small successes within the team and across the organization to reinforce the value of coaching.
• Build Cadence: Regularly scheduled coaching keeps reps on track and set them up for weekly success.

By embedding coaching into your habits, you can create a structure that ensures growth is always top of mind.

A Final Piece of Advice 

Jeff Cordes  key takeaway was,  “Improve the ability to consistently ask for and deliver feedback.”

Active listening and constructive conversations are at the heart of effective coaching. By honing these skills, sales managers can make the leap to becoming true sales coaches and unlock the full potential of their teams.

Listen to the full conversation here.