We’ve reached the final post in our series on 2019 CommercialTribe Coach customer QBRs. If you need to catch up, here’s where we’ve been so far:
Based on the assessments managers populated in Coach, we now have:
- An understanding as to where managers are directing coaching time and energy, with which sellers and at which stages
- A stack rank of A, B, C managers
- A behavioral profile for all sellers by region and team
In this third post, I’ll share the actions our customer is taking directly as a result of its QBR findings.
Double Down on Coaching Fundamentals
As a reminder, sales managers at this particular organization only reached 72% of the assessment goal set by leadership, and they lost momentum in conducting assessments during the last month of the quarter when attention turned to closing business.
To continue to build its coaching muscle, this customer elected to double down on fundamentals by resetting expectations on a quarterly assessment cadence and testing managers for understanding on its assessment maps by stage.
RVPs will take the lead in weekly 1:1s with their frontline managers to ensure alignment on why coaching matters and how it is being measured vis-a-vis the assessment maps. Sample assessments will be made available for quality reviews and feedback.
Based on the headlines from the QBR (which again outlined 1) Allocation of coaching; 2) A, B, and C Managers; 3) Behavioral Gaps and Strengths), the following actions are informed with data:
- Reallocate coaching effort where needed. For example, ~50% of assessments should take place at the top of the funnel.
- Evaluate B and C sellers reporting into C managers as a risk. In another quarter it will be too late to address the revenue gap presented by sellers who are not being developed.
- Evaluate B and C sellers reporting into A managers as an opportunity. These sellers have a fighting chance to show improvement because of their manager.
- Set up a manager boot camp to profile “A” manager behavior and impact. Without an understanding of what “good” looks like, how can we hold up an organizational standard to strive for?
- Elevation of sellers into player-coach role with “A” managers. Which managers can be entrusted to mint the next layer of management talent?
- Skills workshops on prioritized skills and with specific reps. Move away from one-size- fits-all to data-driven training for those who need it.
Decisions like those profiled above are more often based on anecdotal information at best. With Coach, these decisions are now made based off insight into the manager’s role in coaching selling interactions, which was previously a black box.
A New Lever for Improved Performance
Coach customers have just begun to take their coaching prowess to the next level. As a result, they have newfound visibility into the effectiveness of their sales management layer and the ability to pull a new lever to drive improved performance.
Do you know whether you are getting a ROI from your sales management layer?
What would the first 90 days of assessment data do to change the trajectory of your sales organization?
To understand your organization’s coaching readiness, fill out our 8-question Coaching Diagnostic and receive a custom readout of your results.