Intentions of the Salesperson, Sales Coach and the Organization

Well, here’s the second question? In a sales coaching interaction whose intentions must take priority the salespersons, the sales manager’s or the goals of the whole organization? Do take note that I am, specifically, talking about sales coaching and not any other form of coaching.

This was one of the five questions raised during my last HeART2HeART Sales Coaching Seminar. I already answered the first question as to how long should a coaching intervention last through my article; Coaching, Seventy Times Seven.

Now, back to the question whose intentions must be considered most important?

This is a tough question and it is a question that challenges every individual in an organization. Who do we place first, me, or us? It is a question that constantly forms the hills and valleys that face leaders and coaches who have to traverse the terrain and develop not just themselves but also the whole organization.

The answer to the question is simple in form but challenging in format and delivery. The sales coach and the leader has to constantly juggle these priorities in a constantly changing landscape and environment.

There will be times that the sales coach-cum-manager, will have to look after the sensitivities and the growth needs of the salesperson and allow him some space and leeway to grow, to strengthen and to develop because large organizations are made up of individuals and if individuals don’t function well and lose emotional engagement with the rest of the teams then the organization sky dives into death.

There will be times when the sales coach-cum-manager may have to focus on small team performance and drive measurable results within specified parameters. Increased sales: that is exactly what we want! Not comfort, not mediocrity and not just hopes and dreams but hard-core performance. This may, at times, sound selfish and narrow but that is management. That is performance and delivery, within specified measures and with limited resources.



Then there will always be the back drop of corporate values and corporate mission. And, all corporate visions are placed far and the missions are, usually, growth oriented. Here is where the sales coaches, big-picture, leadership skills are called for. While attending to the individual sensitivities and team performances a sales coach-cum-leader must have an inbuilt awareness as to where is whole system sailing to. Am I by being sensitive to the individual and driving the team, steering the whole organizational Titanic into a rock. Or, at times, am I so focused on driving the ship that I have no knowledge of how its parts, its people, are slowly and steadily withering away inside the ship?

Thus, a good sales coach will need to have awareness and sensitivity towards all the systemic elements the individuals, the team and whole organization. She will have to be soft at times, hard at times and a visionary all at the same time. It is crucial though that beyond sensitivity and awareness this leader also needs to hone up her skills at coaching and developing others using the HeART2 HeART principles and methodology.

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