Ep14 Improve Sales Coaching Adoption & Joe Gibbs

Welcome to the Inside Sales Enablement Podcast, Episode #14One of our listeners, Rachel, shared her companies view about sales management and the difficulty managers have in transitioning from being a top-performing rep to sales management. Sales managers have to live in two worlds, traditional "management skills" and also sales productivity contribution. Sales Enablement leaders looking to implement sales coaching need to be clear about their focus and intent. What can sales enablement leaders do to add value?  Joe Gibbs won Super Bowls 3 different quarterbacks. How? He coached to a system, encouraging people to be themselves, and focusing on outcomes.There are a lot of people talking about front-line sales managers and having them "go coach more." As much as that's been discussed, sales coaching hasn't really taken off. The guys talk about:- What is sales coaching - the difference between sales coaching activities and sales coaching programs- Unleashing the value of coaching, by embracing the sales leadership perspective- What are the attributes of successful coaching programs?Join us at https://www.OrchestrateSales.com/podcast/ to collaborate with peers, join Insider Nation, participate in the conversation and be part of the continued elevation of the profession.EPISODE TRANSCRIPT:Scott Santucci 00:01Hi, team, this is a What is that? So, what is a What is what is that? So, what I'm trying to do is create some structure and curiosity around some servers, certain things and some concepts and explain them and help make them relatable, explain why and whatnot and provide some texture around what's going on, what are some of the things we've got? They are super simple. The difficulty is there's a learning curve to get to simple, and then a comfort factor about applying. And a lot of this has to do with ambiguity, and why we need to produce lots of things to make things accessible. So, I'm trying to what is that? What do you think about what is that? Is that the right title? What should I call this series? You tell me because this is for you, you got to give me feedback. Okay, so one of the things that I think we all understand and can appreciate is that there are many silos involved inside of business. And they create lots of friction, which cancel each other out. And there is a need for Orchestration. I'm hopeful that casting you guys and in specific roles, what's fascinating is behaving in silos instead of operating and roles. What is that? What that is, is a massive amount of muscle memory that we have to create tools out visualize, that holds us in silos, we are prisoners of silos. And we think that we think we say, examples or symptoms of thinking in a silo. I don't know what marketing's doing. You don't need to know what marketing is doing if you're doing your role in our operating model. Or if you need to know column but ask them. There's nothing preventing anybody from doing that. Other examples of being in silos, I mean topics, you can generate your own topics, you you have your own, your job is to figure out how to make your role or the span of things that you can contribute to fit. And what we're all experiencing is this, either a lack of an operating model, or let you know, lack of clarity. And what we need to be able to recognize is all these things are VOCA related. We were clearly not prepared for the speed of V. We continue to use words like business outcomes, yet we haven't defined what makes business language versus nonbusiness language. So, we haven't made that tangible for other people. So, we're going to continue to struggle in...