The Telesales Coach: How to Turn Ordinary Reps into Extraordinary Reps 1 The Sales Coaching...

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The Telesales Coach: How to Turn Ordinary Reps into Extraordinary Reps

The Sales Coaching Workshop

How to Turn Ordinary Reps into Extraordinary Reps

Presented by:

Jim Domanski

Teleconcepts Consulting Inc.

613 591 1998

www.teleconceptsconsulting.com

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Goal of Workshop• to provide you with a 3 steps coaching process that will help you modify the sales behavior of your sales reps…and increase sales revenues

Key Objectives• to introduce the MAF process

• to build job aids to help in the MAF process

• to provide you with specific techniques to help modify the behavior of your sales reps

So, what’s in it for you:• save time and effort by applying a proven coaching methodology

• reduce the frustration of coaching

• provide more consistency in your coaching (which means great adherence to the techniques you present)

• improve effectiveness of your sales team

• maximize your training investment

• reduce the learning curve (your reps learn faster and generate dollars sooner)

• increase sales and/or lead generation results


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Why Coach?

Training is not enough

Carrots don’t work…for long

It modifies behavior

Sales experience means nothing…

Because sales is a result of interaction between a client and your rep

Homeostasis Zone


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6 Things That Coaching is NOT

1. Not personal anecdotes

2. Not motivating hype

3. Not training

4. Not an “open door” policy

5. Not a personnel review

6. Not a group meeting


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The Coaching Process Defined

Coaching Defined

The 3 Parts to the Coaching Process

M_________

F_________

Standardsimportant

A_________


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Step #1: Monitoring

The process of assessing a rep’s level of performance relative to a given standard

Who should be monitored

Who should DO the monitoring

Where should monitoring be done

Why monitoring

When should you monitor

What should be monitored (see next page)


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Standards

-the most important element of the coaching process

- you cannot objectively and effectively coach without a standard

-a standard is a COMMUNICATED set of expectations for specific parts of the sales process

- something established for use as a ‘rule’ or basis of comparison

- clearly defined guidelines

- usually the sales standards are the ‘best practices’ you want your sales team to use over and over and over again

-In sales you can establish a standard (if you choose) or any repeatable skill or process

EXAMPLES


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The Monitoring Sheet

- Powerful a job aid used by a sales coach which lists the key standards to help in the monitoring (and analysis) phase

- Monitoring sheets ensure:

Objectivity

Consistency

Discipline

- Binary Rating ONLY

- DON’T use numeric systems

1 2 3 4 5


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The Telesales Coach: How to Turn Ordinary Reps into Extraordinary RepsSales Monitoring Sheet date

Step #1: Pre Call Planning Notes

Step #2: Opening Statement Notes

• use of pre call planning sheet

• “can you give me the name of the person in charge of…”

• gathered other information

S ns

• humble opener

• assertive opener

• transition bridge

S ns

Voice Mail Notes

• idea voice mail

• referral voice mail

• “only you…”

S ns

• analytical or other

Step #3: Qualifying Notes

• vital questions

S ns

•Other questions

Step #4: Advance Notes

• “Based on what you have told me…”

S ns

• Specific date & time

Objection Handling Notes

• “Knee jerk” objection handling

S ns

• Authentic (3 steps)

• FAQ (product knowledge)

Recommendations & Action Plans

Rep Manager


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Step #2: Analyzing

The process of determining if the rep is performing to the established standard and the actions required based on the analysis

Think First

Plan Your Feedback


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Note it and move on

Note it and move on

MonitorMonitor

Is performanceaccording to

standard

Is performanceaccording to

standard

Is it worththe time

Is it worththe time

Is performance exceptionally

above standard

Is performance exceptionally

above standard

ProvidePositive feedback

ProvidePositive feedback

Note it andmove on

Note it andmove on

Has the rep beentrained to standard


No

Yes

No

No

Yes

Yes

No

YesContinued on next

page

(refer to specific behavior)

Continued on next page

The Most Effective and Powerful Analyzing Tool in the World


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Self-pacedSelf-paced

Provide Structured trainingProvide Structured training



Yes

No

Yes

one on oneone on one groupgroup

Has the employeeexhibited a pattern of

unsatisfactoryperformance?

Has the employeeexhibited a pattern of

unsatisfactoryperformance?

Remove obstaclesRemove obstacles

Wait and observefor pattern

Wait and observefor pattern

CoachCoach

Does the repexpress the desire to work to standard

Does the repexpress the desire to work to standard

Consider alternativesConsider alternatives

Provide reminderor “mini”

coach

Provide reminderor “mini”

coach

continued from previous slidecontinued from previous slide

no

No


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Step #3: Feedback

Why provide feedback

Who should provide the feedback

When should feedback by provided

Where should feedback by provided

How should feedback be provided

What should you provide feedback on?


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Feedback: How

2. Developmental

1. Assessment

4. Counseling

3. Mentoring

The 4 Styles of Feedback


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Assessment Feedback

- assesses or evaluates sales performance by ‘grading’ or ‘rating’ or ‘ranking’ the call or visit-often petty in nature-to most sales reps, it implies judgment and criticism- it also implies subjectivity where the motives of the coach might be negative- if feedback is provided, it is based typically subjective in nature

“This is how I would have handled the objection…”

“You should have mentioned the price break…”“Why didn’t you tell him about our terms…”

- often seen in micro managers who feel the need to provide some sort of critique with every visit or call

KEY POINT: It does not develop, change or modify behavior


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2. Developmental Feedback2. Developmental Feedback

- as the name implies, developmental feedback is feedback that develops and nurtures the rep

- it builds and strengthens skills and knowledge

- it teaches reps how to get better, how to improve, how to succeed

-therefore, even if the feedback is not the best, it is accompanied with information on how to improve

-therefore, much more positive

- 2 types

Socratic

One minute


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• Superb for new reps

• Supportive and participative

• The best method

5 Step Process

1. Ask rep to provide feedback on contact

3. Discuss ways to enhance performance

4. Mutually develop an action plan

5. Acknowledge improvements

2. Developmental Feedback (Socratic)

2. Describe the behavior observed

“Eric, I have been monitoring your last few calls. How do you feel they went?”

“Eric, let me ask you: Based on the training we received and the standards we established, what is our typical approach to our opening remarks?”

“Did your opener follow those commandments?”


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2. Development Feedback (1 Minute)2. Development Feedback (1 Minute)

– For virtually any rep (rookie, sophomore, senior)

– But must be used wisely

– HOWEVER, done something exceptional, unique, or different or above standard

– “Matt, I just monitored your last call. Your objection handling was exceptional. The prospect tossed you a knee jerk objection and you followed the 3-Step Process to a “T” and you got the prospect to listen further. Well done.”

– “Ed, the presentation you just made on the engineering curriculum was awesome. The way you summarized the clients problem and linked it to the solution was very compelling. Good work!”

1 Minute Praise Can Kill


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Feedback: HOWFeedback: HOW

The Sandwich Feedback technique “sandwiches” critical feedback between positive feedback

Work Exercise: Analyze the following and determine the effectiveness of the Feedback:

“Tony, your opening remarks were really good; got the client’s interest…but your questioning really needs improvement … Mind you: your closing was done very well.”

Conclusion:

Critical Feedback

Positive

Positive


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m

3. Mentoring Feedback 3. Mentoring Feedback

-Mentoring is for your exceptional sales reps or those who show exceptional promise

How do you provide feedback exceptional reps?


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m

4. Counseling Feedback 4. Counseling Feedback

-Counseling is a form of feedback directed at problem reps, underachievers, Dementors, etc.

- typically counseling is a progressive process


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m

4. Counseling Feedback 4. Counseling Feedback A. The KITA

–“kick in the a_ _” feedback–A “wake up call” designed to get attention– used only after participative feedback has been applied and does not seem to work– shock ‘em– a bit of assessment feedback–Examples:

“Tom, what the heck was THAT?

You’re better than that! What went wrong?”

“Brandi, you know this: what is our standard approach to handling objections?”

“Joe, quite frankly, I expect more from you…”


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4. Counseling Feedback4. Counseling Feedback

B. Tough Love

– For reps who have repeated feedback sessions but have not shown improvement

– Used for reps who deliberately resist recommendations

– Appeals to fear factor

– “John, your job is on the line here…”

– “Andrea, your results are borderline. Your techniques are not working. Period. You have to make an improvement. Let’s go back to basics…”


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Counseling FeedbackCounseling Feedback

C. My Shoes

– This technique lets the rep coach themselves and communicates the consequences if the expectations are not met

– For reps who are doing chronically poorly or simply not complying with your requests to change

– “Mike, you are not making cold calls to new prospects and inactive accounts. This has had a huge impact on your sales funnel. Even if you close every single account in your funnel by the end of this quarter you will still be 57% below objective. We have discussed this numerous times yet you still seem to avoid the task. Mike, let me ask you, if you were in my shoes, what would you do?

– …and if you didn’t do that (or achieve that), then what?

… and then what?”


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Coaching Situations

Rock Stars privileged status or democracy

Rebels those who won’t comply to coaching

Old Salts veterans who have been “doing it their way” for 100 years

Dementors nays sayers, destructive


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Summary

Coaching is the ONLY activity a manager can engage in that will MODIFY the sales behavior of the sales rep

Coaching is often seen as a PITA…and it can be

There are not quick fixes

Coaching is “important but not urgent” so the tendency is to ‘put it off’

Resist this!

Schedule, schedule, schedule

And remember: at the end of the day, when you boil it all down, it is the sales rep who:

engages prospects

deals with customers

uncovers needs

generates leads

makes sales


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About Teleconcepts & Jim Domanski For over 15 years, Jim Domanski has been president and CEO of Teleconcepts Consulting and is considered one of North America and Europe’s foremost experts in the field of business to business tele-sales consulting and training. With clients around the world, Jim has pioneered some of the most innovative and successful tele-sales strategies in today’s marketplace

With well over twenty years of practical, “in the trenches” experience as a consultant and trainer, Jim has written three highly successful books on tele-sales strategies and tactics Direct Line to Profits, Profiting by Phone and Add On Selling) A fourth book, Tele-Sales Coaching, is due in the autumn of 2006.

He is also the editor and publisher of the highly acclaimed weekly e-newsletter Tele-Sales Vitamins. A prolific and witty writer, Jim has written hundreds of articles and has been featured in numerous newspapers, newsletters and magazines including Marketing Magazine, Advertising Age, Tele-Professional, Sales and Marketing Management, Selling Power, Profit Magazine, Business by Phone and Canadian Business and has appeared various radio and TV programs.

As an international trainer, Jim Domanski has implemented some of the most unique and effective tele-sales training programs in North America and Europe . By blending humor with hard hitting, practical tips and techniques, his seminars are thoroughly dynamic, highly interactive and extremely effective. Attendees consistently provide rave reviews about the material and content of all Jim’s training programs. A certified professional speaker.

Clients include (among others)

SAP Franklin Covey First Energy CorpMolson Breweries Softchoice Corporation Bell CanadaEmory & Co. Bank of Montreal Canada PostSwedish Eco. Comm. CDI Computers Techno TradeShell Canada Grand and Toy Toronto DominionAnalgesic Healthcare Multiple Plastic Devices Multi-ChemTAB Toronto Argonauts Ask MeridianDiscus Dental Century Spring Clement CommunicationsJapanese Tel. Ass. Trimega Corp Educational ResourcesEdwards Medical Prophix Software Softchoice CorpMeridian Consulting JMFA Relational Funding

Jim lives in Ottawa, Ontario, is married with two boys. He is an accomplished cook, a voracious reader, a Civil War buff and a collector of edged weapons.edged weapons.


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