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6 Reasons You Should Use 360 Feedback and Coaching To Create A Sales Culture

In our previous blog we looked at the 5 things needed to supercharge sales training. But sales training in isolation is doomed to fail with one estimate indicating that when it comes to transformation programmes “70 percent of failures are due to an organisation’s inability to adopt the required new behaviours quickly and completely”.

When evaluating the impact of training, many organisations will measure feedback from participants as evidence for success. Others may apply a formal measure of learning in the form of an assessment at the end of the training. But the most powerful measures of success are ‘learning transfer’- do the individuals apply what they have learned back in the real world- and what is the impact upon business performance.

So what can an organisation do beyond sales training that will directly impact upon the bottom line? Research indicates that combining 360 feedback with ongoing coaching to support training can be very powerful for the following reasons:

  • 360 feedback with individual coaching has been shown to increase leadership effectiveness by up to 60 per cent. By soliciting feedback from a number of individuals known to (and usually respected by) the participant the results are very targeted and personal in a way that sales training is not.
  • The coach is able to support the participant to understand the feedback results and to link these to actions that will change behaviour.
  • Coaching alongside training helps to embed learning and facilitates learning transfer by encouraging individuals to set work-based actions and activities. In effect, the coachee takes ownership for turning training ‘theory’ into practice.
  • In subsequent coaching sessions the coach is able to hold the coachee to account by encouraging the individual to review their actions and the effectiveness of these. ‘Live’ situations can be dissected enabling the individual to amend existing activities or to identify new actions that will enable them to handle that situation more effectively.
  • Goal-setting is found to enhance the impact of coaching. This is different from identifying specific actions. Goals are over-arching objectives that show the individual the destination that their many small activities will lead them towards. Having goal clarity is shown to enhance workplace performance.
  • Above all else, the key to successful coaching is the quality of the coach and their relationship with the coachee. Internal coaches can be effective but if training managers to be coaches it is critical that they are well trained and have the relevant skills and characteristics to support quality relationships with their coachees.

So if you want to maximise the impact of your sales training, we strongly recommend that you support any such program with 360 feedback and ongoing coaching.

 

Jim Bloomfield is a Director of Bloojam Consulting with 20 years’ experience of using business psychology to develop salespeople and leaders. He is a member of the Association of Business Psychology (ABP) and the British Psychological Society (BPS) and has successfully helped some of Britain’s best-known businesses exceed their sales goals.

 

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Why Innovation Is Key To Driving Sales Performance…

And Why Sales Leaders Need to Loosen Their Grip On Their Sales Teams

As sales dry up and the pressure to achieve target increases, for sales leaders it can be very tempting to impose greater oversight of sales teams through more regular check-ins, activity reporting, new processes and more. This is understandable given how volatile the world is right now. To make well-informed decisions about how to adapt to the new normal, it is only natural for a sales leader to want to have up-to-date information from those on the ground. But is it the right approach?

We already know that salespeople spend a lot of their time on non-sales activities, for example this Salesforce survey of sales professionals identified that even before lockdown on average 64% of their time is spent not selling. So if we are now asking them for even more information, more frequently, that can only further reduce the amount of time available for selling.

Worse still it may be stifling sales innovation at the very moment you need it most. There is a growing body of evidence that fostering a culture of innovation amongst your sales team will positively impact upon the bottom line. This is not achieved by a rigid ‘one size fits all’ style of management. It is based upon encouraging individual salespeople to share knowledge with each other, to ask questions, to challenge existing methods, to generate ideas and to explore these further in order to problem solve, all with the intention of adding value for the customer.

It requires sales leaders to focus on knowledge and behaviour within the team rather than their targets and outcomes. And it requires individual salespeople to work collaboratively rather than acting as lone wolves.

In rapidly changing and uncertain economic climates, everyone in the sales team and across the organisation needs to be sharing, and interrogating, information not just reporting it up to the sales leader. Allowing sales teams to be innovative could be a real differentiator. Encouraging your salespeople to think differently and to challenge each other and the status quo will enable them to respond innovatively and lead to better solutions that will enable them to position themselves with their customers as a trusted advisor; someone they want to hear from and whose insight they value. It is that quality of relationship that will drive your competitive advantage.

Jim Bloomfield is a Director of Bloojam Consulting with 20 years’ experience of using business psychology to develop salespeople and leaders. He is a member of the Association of Business Psychology (ABP) and the British Psychological Society (BPS) and has successfully helped some of Britain’s best-known businesses exceed their sales goals.

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The Case For Sales Skills In Professional Services

I have assessed hundreds of candidates who are up for promotion to more senior roles in professional service firms and I am yet to come across one whose burning desire is to become the top salesperson. Experts in their field, trusted partner to their clients, yes. But not a salesperson. The word ‘sales’ is rarely mentioned. Client management, business origination, occasionally business development, but sales? No, we’re a little more sophisticated here thank you!