They are good at the job they used to do. Coaching is a different job.
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A programme that equips frontline sales managers to run a structured debrief after any significant customer conversation, and to coach the specific behaviour each salesperson needs, using the IMPACT™ framework.
It runs inside the reviews your managers already hold. We do not add a meeting.
Typically a two to two and a half hour core session, then monthly coaching support across the engagement.
Onsite or live online.
English, with Hindi, Gujarati and Tamil available.
Works best with 6 to 15 managers.
Frontline sales managers, branch and regional managers, team leaders, and founders who manage salespeople directly.
A certified Selling Excellently™ trainer.
The IMPACT™ structure, a development-stage model for reading where each person on their team actually is, and a one to two page workbook they can use from the following week.
A manager asking “what stage is this opportunity at?” is inspecting.
A manager asking “what happened in your last customer conversation?” is coaching.
The first produces a report. The second produces a different conversation next week. Most managers were only ever asked for the first, and were never equipped for the second.
The development-stage part matters as much as the framework. A manager using one coaching style for everyone will be useful to about a third of their team. Reading where each person actually is, and matching the style to that, is what makes the difference measurable.
Managers who improve how deals are won, not only report whether they were.
A narrower gap between your best and your average salespeople.
New joiners who reach their first independent win sooner, because someone is coaching them.
Training that lasts, because someone holds the standard every week.
Your managers were your best salespeople and nobody trained them to manage.
Reviews cover whether the number was hit, not how it was hit.
Your managers rescue deals on joint visits instead of developing the person.
Training has been delivered before and faded, because nobody held the standard afterwards.
The gap between your best and average salesperson is wide and nobody can explain it.
The core session is short and mostly practice. We teach the structure, then spend the majority of the time on live paired practice, because a framework introduced and not practised is forgotten by Monday.
The core session is short and mostly practice. We teach the structure first.
The majority of the time goes on live paired practice. Every manager runs a real debrief in the room before they leave.
Afterwards, monthly support on live opportunities, so the structure survives contact with a busy quarter.
Coaching conversations held, against reviews conducted.
Live customer conversations a manager observed or joined, per month.
Whether a manager can describe what was said in a salesperson’s last significant conversation, not only whether the deal progressed.
Spread between the best and average performer on the team.
Time for a new joiner to reach first independent win.
Baselined before the programme begins. Targets agreed in writing.
What changes first is usually the manager’s week. Hours that went into end-of-month reviews start going into conversations that can still influence a deal in progress. That reallocation compounds weekly, where a training day fades.
You are here.
This is the phase that decides whether the others survive. Training without it fades in a quarter.
Book a 20-Minute Diagnostic CallThat is the normal case and the programme is built for it. The cadence fits a manager who is also selling, and the structure runs inside reviews they already hold rather than adding a meeting.
Yes, and some clients buy it alone. A manager who can coach improves a team whether or not that team has been through a programme. It works better alongside one, because then everyone is coaching towards the same standard.
Often it is exactly where we start. Extracting what the founder does and making it teachable is the work, and it is the only route to a business that can grow past one person’s calendar.
They run a real debrief before they leave the room. Whether it holds depends on the months afterwards, which is what the monthly support is for.
Yes. Managers coach what their own leader asks about. If the leader keeps asking only about stages, the coaching stops.
What do your managers ask about in the month after training?
When did a manager last describe to you what was said in a customer conversation, rather than what stage it reached?
Why is your best salesperson better than your average one?
If those are uncomfortable to answer, twenty minutes on the phone is a reasonable place to start.
Book a 20-Minute Diagnostic CallYou tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales manager coaching equips your managers for both halves of the job: developing their people and running the number. A two to two and a half hour core session covers the IMPACT™ debrief, developmental leadership, pipeline management and forecasting, followed by monthly support inside the reviews they already hold.
Not sure where to start? Twenty minutes on the phone is a reasonable first step.
Book a 20-Minute Diagnostic Call
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