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Why Sales Reps Need Confidence and Competence

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Your sales team has a mix of skillsets and experience levels. Some are really great at connecting with customers, but others lack self-confidence and may underperform. Likewise, some reps are really confident and think they know what they’re doing, but don’t.

With reps at so many different career stages, it’s important to find a solution that works for all of them. Luckily, building confidence and competence go hand in hand. Confident sales reps are more likely to make a strong connection with customers, which of course leads to greater success.

Think of it this way

This may seem like an odd analogy, but just for a moment, think of your reps as your children. You have four: the golden child, an over-confident toddler, an insecure teenager, and a newborn baby. They’re all at different stages in their life, growing at different rates with unique strengths and weaknesses.

The Golden Child

Ah, the golden child. The perfect little angel who can do no wrong. This is your top performing sales rep. The one who exudes confidence, but doesn’t boast; articulates the product without understating its value; and makes the sale with poise and finesse. Fortunately, you won’t have to do much coaching with this rep. But don’t let them forget, there’s always room for improvement.

The Over-Confident Toddler

Like an eager toddler learning to walk, your sales rep is incredibly confident. Yet they lack the actual skills to sell their products. They think they know everything there is to know, but when they’re out in the field, they fall flat on their face. So while it’s great this rep has high self-esteem and is willing to take risks, some serious skill-building may be in order.

The Insecure Teenager

Remember those awkward teenage years full of braces, acne, and uncomfortable dates? We all felt a little insecure about our image and how we’d be judged by our peers. The insecure teenager is a lot like some of your sales reps. They are already good at what they do, but lack the confidence to actually sell their products. CEO of Let’s Grow Leaders, Karin Hurt, suggests these seven tips to help build your employees’ self-confidence.

The Newborn

This person is your new hire. They started just a few weeks ago, so this person typically doesn’t have the confidence or experience to effectively sell their products yet. But with time, and lots of coaching and development, they’ll build their skillset and become more confident in their selling ability. Moreover, make employee onboarding memorable in a good way.

How Training Can Help

With all different types of employees, how do you address each of their individual needs? We recommend incorporating a training curriculum that caters to people of all confidence and skill levels. The training should be adaptive to find and fill each rep’s unique knowledge gaps as they progress.

To do this, training should include self-assessment or diagnostic tools that allow you to spot strong and weak performers and identify coaching opportunities. For example, reps could begin with a brief assessment that lets them rank their confidence in certain skill areas. As they progress through the training, their actual performance could be compared against the original confidence ratings.

Don’t Forget Reinforcement

Post training, include some type of reinforcement tool that provides feedback for your reps. We often find that a gamified reinforcement and coaching tool gives reps an edge in selling their products. Make it possible for reps – and their sales managers – to access analytics that show them how well they are performing, what areas they may need coaching on, and where their actual performance may be higher or lower than their stated confidence levels.

Once you diagnose the issue, whether it’s a lack of self-confidence or competence, you can start building towards a team of more fearless, successful sales reps.

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Why Sales Managers Struggle with Coaching

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Have you ever heard the phrase, “Those who can, do; those who can’t do, teach”? If you’re a sales manager, you’re living proof that this is often far from the truth. Lots of companies take their top performing sales reps and turn them into sales managers at some point in their careers. These new sales managers have to then transition their role from the doer (selling products) to the teacher and coach (managing sales reps). It’s not always an easy transition.

It’s not all about the skills gap, though. Some of the challenges sales managers face are caused by lack of time or geographic constraints. We commonly see sales managers who:

1. Don’t have time to coach

Many sales managers are dealing with teams that are too large for one individual to provide meaningful coaching and mentoring for all. While their tenure and selling skills give these managers credibility, this cannot make up for a simple lack of availability.

The solution? Give reps the tools and technology to assess their own performance. If you have a Fitbit or other fitness tracker, you are familiar with the concept of a dashboard that tracks your fitness goals and progress. It’s like your own personal coach, reminding you when you need to walk more, tracking your heart rate and sleep patterns, etc. The latest wave of sales enablement tools hitting the market allow reps to build their skills and knowledge independently and receive meaningful feedback that helps them improve their performance. Self assessment can’t replace coaching and mentoring entirely, but it’s a step in the right direction.

2. Aren’t sure what sales coaches are supposed to do

Many sales managers struggle to transition from selling to management because they haven’t developed the new skill set they need. Some people are naturally good at coaching others. But for most of us, coaching takes practice and patience. It’s far better to assume sales reps that get promoted to sales managers are not going to be effective coaches right off the bat. It takes time to replace that competitive selling mentality with a more constructive coaching mentality.

3. Aren’t being adequately supported by their organizations

Sales training is a big budget, high visibility endeavor in many organizations. It’s easy to see the role a sales rep plays in making a new product launch successful, but less easy to see what the sales manager needs to succeed. The training support of sales managers needs to be carefully considered. The goal should be to turn sales managers into empowered coaches by implementing a comprehensive training program that includes opportunities to practice and get meaningful feedback.

4. Can’t reach their busy reps 

When sales reps are out in the field all day, it’s hard to coach them without that face-to-face interaction on a regular basis. Finding the time to sit down with sales reps and give feedback can be challenging. And when sales reps do get feedback, sometimes the only feedback they get is whether or not they’re winning or losing their sales. The attitudes and aptitudes that are driving those results, good or bad, are largely ignored.

How to Solve the Problem

As you can see, coaching comes with lots of challenges. BLP President Sharon Boller suggests the following four solutions:

1. Create performance rubrics and coaching guides that reflect the realities of the work environment.

Design the coaching experience to fit within the workflow of the sales manager and the sales rep. Don’t over-engineer it and clarify how and where coaching fits into the workflow.

2. Provide annotated examples of good and bad.

Let sales managers see both extremes, and then create self-evaluation tools that enable them to rate themselves against these standards of good and bad. Make it easy for managers to self-reflect.

3. Assist sales managers in figuring out what reps need coaching on.

Use automated reinforcement tools that help reinforce key skills and provide managers with detailed feedback on what employees do and do not know and know how to do. Knowledge Guru is one such tool; others exist as well.

4. Reward managers for coaching.

People will do what they are rewarded for doing. If coaching isn’t valued and acknowledged as important to the organization, it will not happen.