Watch the webinar at: https://www.brighttalk.com/webcast/14877/237023 Everyone knows that sales coaching is needed. Unfortunately, even when sales managers try to coach, they often focus on the wrong things and don't get the results they hoped for. The solution is ROAM, a coaching diagnostic approach, that when combined with simple models for field training and sales coaching, can help sales managers move the needle on the metrics that really matter.

1. A Simple Sales Coaching Methodology
That Moves The Needle
April 5, 2017
10 am Pacific / 1 pm Eastern
Sales Expert Presenter: Mike Kunkle
Mike Kunkle

2. Today’s Sales Expert
2
Mike Kunkle
Sales Transformation Strategist
TransformingSalesResults.com
mike@mikekunkle.com
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Mike Kunkle is a well-known sales transformation strategist, practitioner, speaker,
and writer. He’s spent 22 years as a corporate leader or consultant, helping
companies drive dramatic revenue growth through best-in-class learning strategies
and his proven-effective sales transformation methodology. Today, Mike is
freelancing as a writer, speaker, webinar leader, and sales transformation consultant
while exploring the market for his next career adventure.

3. Improve Sales Productivity through…
• Sales Analytics + ROAM
- Where to focus your Training + Coaching efforts
• Sales Talent Development + ROAM
- Diagnosing Root Causes (16 Reasons)
- How to Train + Coach
Agenda
Connect the Dots
3
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

4. Sales Analytics
How to Determine:
• Where to Focus
• What to Coach

5. 5Mike Kunkle
Determining What to Coach
The ROAM Method
• Results (outcomes)
• Objectives (goals)
• Activities (what & how much)
- What are they doing?
- How much are they doing it?
• Methods (quality)
- How well are they doing the activities?

6. Determining What to Coach
Activity
• What/How Much
- Lead indicators
- Lag indicators
Dials
Appointments
Connects
Contacts
Conversations
Top of the Funnel Management
%
%
%
%
ROAM
Results vs. Objectives
Activities & Methods
6Mike Kunkle

7. Determining What to Coach
Opportunity Management
Sales Methodology
Buying
• There are lead and lag indicators throughout
• There are exit criteria for each process stage
• The quality of methodology determines forward movement
• There are conversion ratios for each stage
presentqualify develop closevalidateresearchSales
Example of process map from http://www.salesbenchmarkindex.com
% % % % %
Activity
• What/How Much
- Lead indicators
- Lag indicators
7
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

8. Determining What to Coach
Opportunity Management: Sales Process Stages / Conversion
8
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

9. Determining What to Coach
Find the biggest
opportunities for
growth
9
Opportunity Management: Sales Process Stages / Conversion
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

10. Determining What to Coach
10
Opportunity Management: Sales Process Stages / Conversion
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

11. Determining What to Coach
Rep 2
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ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

12. Determining What to Coach
12
Opportunity Management: Sales Process Stages / Conversion
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

13. Determining What to Coach
Rep 1
13
ROAM
Results vs. Objectives
Activities & Methods
Mike Kunkle

14. Sales Talent Development
Field Train + Coach Effectively:
• Using ROAM
• Diagnosing Root Causes
• How to Train + Coach

15. Sales Talent Development (Train + Coach)
Sales Productivity through People
• Issues: Diagnosing root causes (ROAM + The 16 Reasons)
• Solutions: Matching the right solution to the issue
- Train
- Coach
- Counsel
- Manage consequences
- Change something
• Execution & Follow-up: Implementing solutions & getting results.
15Mike Kunkle

16. Sales Talent Development Condition Reasons Solutions
don’t know
something
what to do
training
coaching
why to do it
how to do it
incorrect
thinking
their way is better
coaching
counseling
your way won’t work
something else is more important
they are doing it (lack of feedback)
misaligned
consequences
a negative consequence for doing it
manage
consequences
no negative consequence for not doing it
a positive consequence for not doing it
no positive consequence for doing it
constraints
obstacles beyond their control
counsel
change
transfer
terminate
personal limits (incapacity)
fear (anticipating failure)
personal problems
no one could do it
* Adapted from Ferdinand F. Fournies
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The 16 reasons why
employees don’t do
what they are
supposed
to do *
Issues:
• Diagnosing root causes
- ROAM
- The 16 Reasons)
Solutions:
• Matching the right solution to the issue
Mike Kunkle

17. Systems Approach: Sales Learning System
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Ensuring Success Organizationally
• Use the right content/sales methodology
• Design great learning
• Engage managers
• Sustain knowledge/transfer skills
• Coach to mastery
• Measure for success
• Manage performance
• Lead & manage change
Mike Kunkle
http://www.mikekunkle.com/2014/07/30/stop-wasting-money-on-sales-training/

18. Shifting to a Frontline Sales Manager Focus (80/20 rule)
1. Sales Training
• Teach content that get results
- Ensure your content will get results and design
your training effectively.
- Assess to ensure the content was learned.
2. Knowledge Sustainment
• Assess retention over time
- Test to increase retention
- Consider a system like Qstream
- Use analytics to know where to train/coach
3. Skills Transfer
• Validate the rep can use the skills
- Use role play and virtual coaching: Prove reps
can do it, in a safe, simulated setting
- Help them apply with buyers / customers
4. Coaching to Mastery
• Role play and coach frequently
- Continue with role play and video coaching
- Use field visits and phone observation
- Use an effective coaching model
18Mike Kunkle

19. A simple method that works
The magic is in the execution
• I tell them  They tell me
• I show them  They show me (roleplay)
• I do & they observe  They do & I observe
• We review (coach) their performance together
Field Sales Training + Coaching
19Mike Kunkle

20. A simple method that works
The magic is in the execution
• I tell them  They tell me
• I show them  They show me (roleplay)
• I do & they observe  They do & I observe
• We review (coach) their performance together
Coaching
Training
Field Sales Training + Coaching
20Mike Kunkle

21. Field Sales Training + Coaching (Check-ins)
Extending the Review phase with Check-ins
• I tell them  They tell me
• I show them  They show me (roleplay)
• I do & they observe  They do & I observe
• We Review (coach) performance together
Review
Check-in
Check-in
Check-in
21Mike Kunkle

22. Extending the Review Phase with Check-ins
Who Coach & Sales Rep
What
• Phone call, virtual meeting, or face-to-face meeting
• Review of Results | Objectives | Activities | Methods
• Set performance goals, develop solutions, create an action plan
Why Even the best players need a good coach to improve
How
 Review Results/Objectives
 Review Activities
 Observe Methods
 Set Performance Goals
 Explore Possible Solutions
 Select the Best Solutions
 Create an Action Plan
Field Sales Training + Coaching (Check-ins)
22Mike Kunkle

23. Field Sales Training + Coaching
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Once the basic Training
and Coaching (Review)
are done, you can
evolve Coaching to:
Mike Kunkle
This is where full Developmental Sales
Coaching kicks in. Previously, you were
coaching what was taught in training.
Now, you are coaching more broadly.

24. Ongoing Sales Coaching
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Diagnose | Plan | Do | Review
• Diagnose: Assess the situation for improvement
possibilities
- Continue to use ROAM (Results, Objectives, Activities,
Methods)
- Through reports/results, identify “what is” (Point A)
- Compare to Objectives and through questions and discussion,
jointly determine “what should be” (Point B)
• Understanding check: Rep summarizes to ensure
mutual understanding
Mike Kunkle

25. Diagnose | Plan | Do | Review
• Plan: Agree on the plan to close the gap between
Point A and Point B
- Lead by questions to engage, foster involvement and gain
commitment
- Discuss options, gain consensus on which to try, and create
an action plan
- You are the guide or Sherpa – your rep must be engaged,
thinking & participating
• Understanding check: Rep summarizes to ensure
mutual understanding
Ongoing Sales Coaching
25Mike Kunkle

26. Diagnose | Plan | Do | Review
• Do: Execute the plan
- Give the rep room to try their plan and make mistakes and/or
succeed
- Keep the door open for the to reach out for help before you
meet again
- Observe or conduct field coaching as requested or necessary,
to assist
• Understanding check: Rep executes and managers
observes or rep reports progress
Ongoing Sales Coaching
26Mike Kunkle

27. Diagnose | Plan | Do | Review
• Review: Meet specifically to review plan
outcomes/results
- Listen to details, ask questions, gather information,
understand what happened
- Determine whether to cycle again through DPDR or consider
other alternatives
- Use the previous Review/Check-in model
• Understanding check: Rep summarizes to ensure
mutual understanding
Ongoing Sales Coaching
27Mike Kunkle

28. Review: Connecting the Dots
Sales Analytics
ROAM
Results vs. Objectives
Activities & Methods
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Training Coaching16 Reasons Check-in Reviews
Mike Kunkle

29. Appendix
A Simple Sales Coaching Methodology
That Moves The Needle

30. Appendix: Resources
Reading and resources for sales training from Mike
• http://www.mikekunkle.com/2014/07/30/stop-wasting-money-on-sales-training/
• http://www.mikekunkle.com/2016/08/24/how-sales-training-sales-managers-can-partner-to-drive-results/
• http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/
• https://www.linkedin.com/pulse/20141006015758-834966-sales-onboarding-twice-as-good-half-the-time
Reading and resources for sales coaching from Mike
• http://www.mikekunkle.com/2014/08/12/simple-sales-coaching-practices-that-get-results/
• http://www.mikekunkle.com/2015/02/07/for-better-sales-coaching-results-ram-your-reps/
• https://www.linkedin.com/pulse/20141020050435-834966-simple-methods-to-improve-sales-rep-performance
• http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/
• http://www.mikekunkle.com/2013/04/02/improve-your-sales-coaching-with-two-simple-steps-part-2/
• http://www.mikekunkle.com/2013/04/03/improve-your-sales-coaching-with-two-simple-steps-part-3/
30Mike Kunkle

31. Appendix: Resources
Reading and resources for sales coaching – from others
• http://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/
• http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/
• http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/
• http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/
• http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/
• http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/
• http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/
• https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/
• http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/
• http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/
• http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/
• http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/
• http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/
• https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching
• http://partnersinexcellenceblog.com/?s=coaching
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