I’m going to make a sweeping statement which will therefore be somewhat suspect. But I sincerely believe it to be true, based on my experiences working in the industrial B2B space with distributors over the past five and a half years. Here it is: 

“Most distributors do not have a formal coaching methodology in place, nor a coaching culture.”

To the degree that this statement is true for your company, it represents a massive missed opportunity.  

Why?  

Because I know for certain that my next statement is 100% true, from both research studies and experience:

“Sales coaching excellence is a competitive differentiator that improves performance.”

The value of sales coaching is proven. Here’s some data that supports its potential for improving performance: 

• High-performing firms provide 15-20% more coaching compared to other firms. [Source: Sales Management Association]  
• No other productivity investment comes close to coaching for improving reps’ performance. [Source: Harvard Business Review]  
• With a formalized coaching approach, win rates improve by 11.5%. The results are more impressive for a dynamic approach, which improve win rates by 27.9%. [Source: CSO Insights] (Dynamic or adaptive coaching is simply coaching that is tailored to the reps’ specific individual needs.)  
• In another study, training increased productivity by 22.4%. Follow-up coaching increased productivity by 88%. [Source: Coaching as a Transfer of Training Tool] 

And that’s only a small sample of the studies out there that show how useful sales coaching can be. 

So, it’s safe to say that sales coaching is a performance lever that lifts sales results. And at least anecdotally, we know that formal sales coaching is not common across distribution. Therefore, developing true sales coaching excellence and fostering a sales coaching culture can be a significant competitive differentiator for a company.  

Let’s explore what sales coaching really is, how to do it and how to foster a coaching culture in your company.  

What is Sales Coaching? 

The International Coaching Federation defines coaching as “partnering with clients” — think: “sales reps” — “in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity and leadership.” 

The Institute of Coaching Studies defines coaching as a “collaborative process supported by the coach who creates a safe space for exploration; and led by the client” — think: “sales rep”— “who shares what is of importance to them in order to create positive, sustainable change.” 

Notice the similarities in these definitions and the contrast with what typically happens in the workplace. Very often, sales managers fire off quick instructions to their reps, telling them what to do differently. That’s feedback, not coaching. Feedback is your opinion, advice, direction or expectations. While feedback can be a very helpful part of both training and coaching, it’s not a replacement.  

I divide coaching into four types: 

Strategic Sales Coaching 

This type of coaching guides an employee’s planning or thinking. For example, it might involve advising on which accounts to prioritize within a large territory. 

Tactical Sales Coaching 

This type of coaching focuses on guiding the actions an employee should take to execute their strategy. For instance, it could involve advising on how to navigate the buyer landscape for a specific opportunity after the landscape has been mapped.  

Opportunistic Sales Coaching 

This type of coaching is delivered based on observations made by the manager “in the moment.” For example, a manager might say, “I just saw you do X and experience Y. May I offer some thoughts on how to get a better response?” Ideally, though, the manager would first ask questions to understand the seller’s perspective on the interaction and facilitate a dialogue about options, before offering their own thoughts. This approach transforms the interaction from simple feedback into interactive, engaged coaching.   

Developmental Sales Coaching 

This type of coaching aims to improve performance in a specific area. Often referred to as behavioral or skills coaching, developmental sales coaching is targeted, diagnostic, outcome-focused and typically delivered through a structured coaching cadence. For example, a sales representative and their manager might jointly review reports to identify an opportunity to enhance a particular skill, such as outbound prospecting. They would then listen to recorded calls or conduct live calls with the manager observing to determine the root cause of the low performance and identify the best solution. Next, they would practice the solution to further develop the seller’s skills. The sales rep would then implement the solution while both monitor progress and results. Once the skills and results improve, they would identify another area to work on together, continuing the cycle of improvement. 

Once a manager learns the difference between simple feedback and engaged, facilitated coaching, it transforms their interactions. Questioning and facilitation skills can be applied to all four types of coaching. And once a manager learns Developmental Sales Coaching (which is the most impactful type), the frameworks, models and skills learned there can be applied across all other forms of coaching.  

A Quick Primer on Developmental Sales Coaching 

For this, I teach a coaching framework that includes a coaching process with three simple models: 

The Sales Coaching Framework & Process 

The framework includes Inputs, People, the Coaching Process, Outputs and Results with a loop back to the beginning (which creates the cadence).  

Inputs are the reporting and diagnostics (competency surveys, observations or whatever is available) that help determine where skill improvements would enhance sales results.  

The People are the rep and manager, who become partners and go through the journey together. I like to say that the rep owns their development while the manager becomes their guide.  

The Coaching Process is Diagnose, Plan, Do and Review. ROAM (Results vs. Objectives, Activities + Methodology) is a root-cause diagnostic tool, and the Solution Chart helps determine the best solution based on the root cause problem. It might be training, coaching, feedback or something else entirely. This results in the Output of a Personalized Learning Plan, supported by Field Training or Sales Coaching (as appropriate), and resulting in an Action Plan. Rolling Reviews are simply a loop between Do and Review, which continues until skills improve and lift the targeted Results.  

Once the targeted Results are achieved, the rep and manager celebrate and return to the beginning to start again.  

The Models 

The first model is SLED, which is used each time the manager and rep meet. SLED is an acronym for: 

• Set the stage. 
• Lead the performance analysis discussion. 
• Explore solutions options and agree on the best solution. 
• Develop and implement an action plan. 

In some cases, SLED will be started in one meeting and continue in the next. This is especially true when field observation is needed to complete the performance diagnosis. In other cases, SLED will be completed in a single meeting.  

Once the root cause problem is diagnosed and the solution is decided, one or both of the other models are pulled into the Coaching Process.  

When training is the best solution to the problem, meaning the rep isn’t clear on what, why or how to do something effectively, the model is Tell, Show, Do, Review, with Understanding Checks at each stage. This model is the ultimate excuse remover, because the rep must summarize your expectations in Tell and then, after you demonstrate the skill in Show, role play it back to you. The manager shouldn’t move forward until the rep can summarize and demonstrate to their satisfaction. This means the rep absolutely understands and can do what they were trained.  

After training (or when the rep already knows what, why and how to do something, but just needs to be able to do it better or differently), the coaching model applies – Engage, Practice, Do, Review, with Understanding Checks throughout. This is true developmental sales coaching, and while feedback may be a part of these meetings, especially if the rep gets stumped (which happens), the manager should use questions, facilitate, guide, lead and otherwise engage the rep in diagnosing performance and coming up with solutions (so the rep owns them).  

Here’s how it all fits together: 

Closing Thoughts 

I mentioned earlier that once a manager understands Developmental Sales Coaching, much of it can be applied to the other three types. Leading a diagnostic session, brainstorming solutions, engaging the rep rather than barking orders and all three of the models can enhance any type of coaching. Just keep in mind that the most transformative type, and the one that will yield the best improvements, is planned and targeted Developmental Sales Coaching– especially once you establish a cadence and keep it going.  

This is how sales coaching excellence can be a competitive differentiator for your company. 

If you decide to pursue this and need help or advice along the way, you know where to find me. SPARXiQ does offer a sales coaching excellence course based on my content from this article. And if you decide to go it alone, or with someone else, I’d still very much enjoy hearing about your journey and successes as you work on developing sales coaching excellence with your sales managers and leaders. Feel free to reach out at any time.  

RESOURCES: 

• Article: What is Coaching? – How to be an Effective Coach (MindTools.com) 
• Video/Webinar (ungated): Forrester + Ambition: The Business Case for Sales Coaching 
• Article: Build a Culture of Sales Coaching 
• Course: Sales Coaching Excellence