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Sales leaders say they're coaching more than last
year, but reps are saying the opposite. 41% or
just less than half of reps say they are rarely.
Most cases, never coached. Two thirds of sales
leaders have never received any type of support,
and this is like the big disconnect. Reps getting
weekly coaching have greater likelihood of
achieving target coaching to help your team grow
isn't going to save this quarter. That correlation
between frequency of coaching and quota
attainment, you know, for any organisation working
out, the revenue impact of 76% versus 47%
is huge. AI, coaching is not the magic pill today
that perhaps organisations would love it
to be. So the headline we pulled out of our report
after our findings was that tenured reps don't
want coaching, and that not being true. I think
this is one of the things that you know we see
when we speak to sales leaders, that that is
perhaps most frustrating for us, is when they talk
about experienced people on their team, and that
perception that they don't want coaching and that,
you know, one of the reasons, obviously, we ask
these questions, and we'll share some of that data
in in a second, there is definitely a perception
that, you know, that people are from A leader's
perspective, the more experienced people in their
team perhaps, either don't need as much or as
frequently, and that you know that they are
experienced, they have the benefit of that of that
experience. Again, you've hit the headline there.
We'll share the data behind this in a second. It's
just not true. In fact, the absolute inverse is,
is true is that you know tenured reps, people that
have been in a role for a long period of time, are
actually craving and wanting more, and we'll share
that data behind that so rich, would you say that
it's almost a bit of a myth that's been busted
then with this report that you know tenured reps
Don't, don't want to be coached? Yes, this report
shows that, but it also, I think, maybe gives some
other insights about how tenured reps are and
their desire for more coaching. And when you what
this data will, you will see is that the more
tenured they get, there's maybe a drop in how much
they're wanting. You know, I'll speak of it from a
personal level. I speak with probably on average,
most weeks, eight different sales leaders. And
most of the time they will, they will say to me
things like, oh, yeah, I think, um, newbies, my
most green reps Could, could really do with some
more help you drill into the their team, though,
and it's, it's actually not showing that their
most tenured reps are hitting quote or exceeding
performance. There's this kind of like, there's
this sort of perception in their head that just
because you've been doing the role for a number of
years, that you can't get better yet. The actual
reality of sales today is it's a complex, ever
changing landscape. People who aren't levelling up
are going to get left behind as buying behaviours
change. As the influence of AI in the world,
there's definitely some nuances there that I think
we can drill into. But the reality is, is that
what our report is showing us is that tenured reps
want more than they're getting. How about our
second headline then? So this one reads, the
majority of sales leaders say they're coaching
more than last year, but reps are saying the
opposite. Is this a tale as old as time? Rich? Do
you want to kick us off with this one? There's a
misconception at the sales leadership level of
what coaching actually is. And let's, let's maybe
drop the word coaching for a second and think of
like being valuable to their sales people, right?
If you just think of it in that, in that terms,
maybe kind of stop thinking about the pure
definition of coaching. But just think of like,
how am I being valuable in levelling up my team?
And I think the reality is that most sales people
are saying, No, that's not what I'm getting. What
I might be getting is, you know, drills drilling
into my pipeline, and maybe one to ones. But the
sales people, what they're seeing is they're not
seeing that as valuable and helping them get
better at what they do, ultimately, is a big
misconception, and I see this again in the
conversations I have. I think there's a lot of
sales leaders that play Super rep with freelance
coaching. In other words, they're jumping on a
sales call with their rep, and they end up taking
over the call, and they come off it, and they
probably feel like they've coached the rep.
They've kind of shown them how to do the job
right. Sales leaders have disconnected from what
their sales reps want and need, and that's the
most important thing. Forget about the definition
of coaching for a second. Think about what their
sales people need and want and crave to get better
at their job. And that's where the disconnect is,
in that relationship between a leader and a rep,
their goals and needs are not perfectly aligned.
Obviously, everyone wants to be more successful,
wants to win more deals, wants more revenue, but
the sales leaders agenda is revenue focused like,
is Is this person going to be successful? Is the
team going to be successful? Are we going to hit
this quarter's goals? Whilst reps obviously care
about that as well, they also care about their
growth. They care.
About, like learning, they care about developing,
they care about their career, they care about
their personal growth. And so therefore, when you
speak to a rep about coaching, then it is with
that mindset of your Am I being helped to
personally grow, as well as being held to be
successful? And I think the sales leader who you
know, let's be fair. Busy sales leaders, I'm sure
lots on this call whose time is lit, you know,
whose time is limited and very stretched, and the
time that they get with their team does become
focused almost naturally, like growth. Very
recently, I've had a conversation with a sales
leader who told me that at any time in the month,
their team are managing between 50 to 100 deals,
and he has the expectation from the business to
forecast on a weekly basis. And he said, my time
is spent basically clarifying deals, status
forecasts, and I get it. And again, I think that
the challenge there, and that this, the sympathy I
have with sales leaders, is that they're getting
pulled in all these different directions, asking
for things that the business ones. And all the
while they're doing that, it's taken them away
from actually the thing which is going to deliver
the more consistent, predictable results out in
the future. So there's a there's an executive lack
of buy in in this too. All the while, sales teams
are just on the hamster wheel. And all the while
the data shows that the quote retainment across
the industry is through the floor because we're
constantly trying to fight the fires of the
current quarter, not thinking about developing the
behaviours and the skills for the future quarters.
Another one that we've got here is despite the
rapid rise of AI coaching technology, reps prefer
human coaching of any media. This is obviously a
question that we've added this year and not asked
previously, because the whole word coaching is
becoming a broader church in terms of, you know,
of whether it's human coaching, AI coaching, a
combination of the two. And we were keen to get
some feedback and thoughts on the on people's
perception of of AI. When you ask organisations
and leaders they are looking at, they've either
made investments in AI coaching tools, or are
looking to make investments in AI coaching tools.
And when we dive into the data, I think again,
that kind of disconnect, you know, is, is it
becomes really, really clear. And I think it comes
back to like, you know, when we asked on this when
we asked on this webinar, when we asked in the
survey,
are you coaching more than last year? That people
gravitate towards Yes, and undoubtedly people want
to be coaching more. I think we universally have
conversations. Leaders and managers want to be
coaching more. They want their teams to get more
coaching that's kind of like universally accepted
and AI is perhaps a solution. We've got a lot of
thoughts on ourselves, on the role that AI will
undoubtedly play in that, in that piece, but I
think you know what we're profiling today is that
AI coaching is not the magic pill today that
perhaps organisations would love it to be. We're
seeing more technologies come into the community
equation, for sure, some I would say great
technology for the purpose, great technology for
how they're they utilise, but don't necessarily
deliver on the objective. And you know, me and
Kevin, I think and speak quite, quite
authoritatively on this. As you know, we co
founded a sales tech company a decade ago that was
in our head, was designed to help to solve this
coaching problem. But we were very open that, if
we look back, if we're honest with ourselves, it
didn't really solve the problem. You know, you've
got all this technology that, yes, can analyse
sales calls in a mat in a matter of seconds. It
can provide deep insights and your deals, things
that loosely get described as coaching technology,
which is questionable, right? How many of these
things actually help the sales person grow and get
better? If you look at the quote, retirement
statistics, it's questionable if, like, you can
almost make a case that's making the opposite, the
opposite impact. And, you know, we've seen, and
again, this is no kind of big slight to these
technologies that the rise of kind of role play
technologies, you know, you you role play with a
with an AI bot, and maybe it's trained on your,
you know, the types of conversations that your
reps are having. But I think that the limitations
of that is is real, and I can and is great for
maybe practising talk tracks, handling objections.
But what do we see in the reason why sales people
are struggling? It's not the skills, it's actually
what we see is the thing that holds sales people
back most of the time. It's not a skill thing.
It's a sales mindset and behaviour issue. Most
sales people are pretty smart and intelligent.
They kind of know what to do, like they know, you
know, they may know what questions to ask a
prospect on a sales call. But why do they not why
do some people not do it? Why do a lot of people
not do it? Because they lack the they lack the
behaviours and the mindset to do it effectively.
Can AI solve that problem for me? No, that's where
the human connection is still, is still so
powerful. Sometimes we need feedback, right? We
just need a quick bit of feedback, and we just
need.
To kind of spit ball some ideas, but often,
especially in sales, we do need that human
coaching connection. This is where it starts to
validate everything that we know and believe to be
true and and see play out on a not necessarily
just from a my sales coach perspective, when we
speak to teams and we understand what coaching
means to them internally, what that coaching
culture looks like. The alignment to performance
is is clear. You know, the again, the data really
speaks to this in terms of reps performance being
defined by by coaching frequency, by coaching
quality, and also sales leaders, the sales leaders
that are coaching their teams most frequently,
that are recognise the need for coaching more and
know that their teams still need even more than
they're giving, are the leaders with the best
performing teams as well that alignment to
coaching, frequency, quality and a leader's
perception of the importance of coaching all
aligned with performance. And again, we'll share
some data on that. I think it's about time we we
jumped into it and got a bit nerdy on some of
these kind of data points, and delved into a
little bit here so we can prove a little bit of
kind of what we've been talking about. So let's
start with this one, sales leaders say they're
coaching more. We know that reps say it's not
working and rich. Do you want to talk us through
the the kind
of headline here and kind of what that looks like
from 12 months ago? Yeah, let's just focus
specifically on time dedicated to coaching, right?
So we asked this, we asked this question to sales
leaders, compared to 12 months ago? Are you
coaching more than you were this time last year?
And as you can see, two thirds of the leaders said
coaching more than last year. Just less than half
of reps say they are rarely, in most cases, never
coached. So there's a massive contrast there,
right? Leaders aren't just saying that they're
coaching, they're saying they're doing it more
than they were last year. Yet, there's so many
sales people who still that's not, that's not the
reality. And this is, like, the big disconnect,
right? This is like, Why do sales leaders believe
they're coaching more, but why does so many sales
reps say they're never a rarely coached and comes
back to the sales or, do sales leaders not think
they're coaching, but their reps aren't seeing it
as that? Do they feel like their, you know,
pipeline reviews, is coaching, and their sales
people don't see it as coaching the sales leaders,
in some cases, kind of, they'd like to think
they're coaching more, but the reality is actually
very different, and maybe they have a warped view
of how much they're coaching. Ultimately, it
doesn't really matter what this like. This is the
this is the kind of the reality, right? It doesn't
really matter what the sales leader. Things, as
harsh as that may sound, it's really about, well,
how does the sales team feel? Because they're the
people who's going to deliver the number for the
sales leader, right? So sales isn't indeed, have a
thick thing about maybe a question to start with,
like, every sales leader can do in their next one
to one is ask their sales people, like, how can I
be more valuable to you? What am I not doing that
I could be more valuable to you. What does great
coaching look like for you as a salesperson? Maybe
they could start there. How many sales leaders
actually ask their sales team that question? My
hunch is very, very few. They probably just go
into telling mode, telling them what to do with
the deal, telling them how to respond to the
email, telling them to make more calls, whatever
it may be. Why don't they start to ask their sales
person what do they actually want and need? This
shows that this massive disconnect is still there
more than ever before. When we ask reps about the
quality of coaching that they, that they, that
they received, this has jumped almost 50% Well, in
fact, more than 50% 29 from 29% to 45%
50% increase in sales reps rating the coaching
they get as being below average. Now, what are the
reasons for that? Because that's a fundamental
shift, right? You know, we're, and we're talking
about, you know, a big survey, you know, in both
both years with, with essentially the same
question, is that AI is the fact that when people
are asked about coaching that they get, they're
now including the AI coaching tool that maybe is,
you know, is part of that, that mix? Is it perhaps
managers and leaders feeling that they don't need
to coach as much because of, you know, some of
those tools, and there is less access to expert to
human coaching? Is it because everyone's been
struggling far more and and therefore time spent,
actually in helping people grow has become more
compressed, and it's been more about pipeline
reviews and helping to close deals. I don't know.
I suspect all of those contribute. I don't know
which is, which would stand out the most, but
that's a fundamental shift. And I think, you know,
we just can't ignore that almost half of reps say
the coaching they get is below average. So, you
know, it's great that we want to be coaching more.
We've got desire to be coaching more, but more of
below average coaching that's not desirable,
that's not going to have impact like so we've got
to take both of these two things in in parallel.
How do we make sure that these numbers don't get.
Worse and worse and worse rich. What are your
thoughts on that question? But I think going back
to the point I made before, is like sales leaders,
like regardless of whether you think your coaching
is great, good, bad or indifferent. Start, have
that conversation with your sales person. How? How
can I be more valuable to you? But here's the
thing, why don't sales leaders look at how can I
become a better coach? Every sales leader should
be thinking that way. How many sales leaders are
being coached? How to be a better coach? If you
become a better coach, if you become more skilled
as a coach, and surely that's going to be received
better as your as a sales, as your sales, sales
person. Kev, what about you? What do you think?
So? I think the two things that I'd add to the
things that Rich has said as well is when you come
away from a one to one with your team, can you
honestly answer the question? I have helped that
person grow? So you know, by by being able to
answer that question and and know that you have
had an impact on that person's growth is, you
know, it provides that evidence that this isn't
just about helping close deals. It's skills, it's
mindsets, it's behaviours, it's all of those
things that help an individual grow to become a
better
to become a better seller. And then how can you
talk about your series about a coaching culture if
you haven't got coach, you're literally saying
from the top, I think coaching is really
important, but by the way, yeah, maybe not for me.
What kind of message does that sense of the team
about the importance of coaching and how much you
really believe in those words and in that coaching
coaching culture? Let's have a look at coaching
frequency. So well, we know from our report that
reps gain weekly coaching have greater likelihood
of achieving target rich talk me through kind of
coaching frequency. What did what did the data
reveal? Here, the data reveals that, like, if
you're not coaching your reps at least on a weekly
basis, like you're limiting their potential hit
quota, right? More than three quarters of reps who
are getting at least weekly coaching are hitting
quota. And that and that, that number drops
significantly down when they're getting coaching
on a very regular basis. We define that as you
know, quarterly or or less, maybe you're a sales
leader, and you're looking at these stats and
thinking like in today's day and age, when we've
seen all of the data around, quote, entertainment
across the board, how would it make you feel if
you could get over three quarters of your team
that hitting quota? Because I bet you there's a
lot of sales leaders out there where that is way
beyond the but that's not the reality. The more
you coach, the more people get better, the more
people grow. It's like anything in life, right? If
you help people more regularly, they develop the
behaviour, the mindsets, the muscle memory that
requires them to be great executers When it comes
to sales. And when that drops off, that muscle
memory gets lost, and people fall into bad habits,
and people go off, off course. And it's not a one
and done thing either, right? It's like the best,
like coaching is just an ongoing evolution. It's
not this one off event, right? Should certainly
not be seen that way. But, yeah, I think, I think
this is a massively compelling stats, is that and
coaching is done more frequently, and for us,
frequently is at least weekly, you have a much
higher chance of hitting quota, simple as that.
And Kev, of course, quota attainment, you know,
making sure the pipeline is achieved. It's still,
I would say, number one out there for sales
leaders. And taught me talk me through kind of
weekly coaching and how that can assist. Look at
the data here and the difference. We're not
talking about this making a small difference.
We're talking about I mentioned before the
assessing impact being the second biggest reason
that leaders say that they're not coaching their
team, or not coaching their team as much as they
should. This data is really compelling, and again,
we touched on this earlier, like this audience
might even be a sly microcosm of the whole
coaching community. You know, ebster's data shows
that just a quarter of people were hitting a quota
today. So it might be fair to say that people that
that completed the coaching survey were a subset
of that audience were better performing sales
people, but still, that correlation between
frequency of coaching and quota attainment for any
organisation, working out the revenue impact of
76% versus 47%
is Huge, and no one needs more reason to invest,
internally or externally, in doing more coaching
than to see that slide. One of my favourite
questions that you've ever asked me throughout all
of us knowing is, does this move the share price
right when you make decisions in your business? Is
this thing that we're talking about? Is this thing
that we're thinking about doing, dedicating time
to? Does this move the share price? Tell me
anybody out there that this is not compelling when
it comes to moving the share price of a business,
and that that's a question that I'm aiming at,
maybe like senior leadership, who it's key for
them to be bought into this, to make to make
coaching happen, right? Like that, to have a great
coaching strategy. This moves the share price in
ways that pump.
Another money in your marketing budget doesn't
totally but I think, like two things that do hold
it back is the sales leaders live in a world of
this quarter, right? So that focus, and, yeah,
and, and it is totally fair to say coaching isn't
gonna say isn't gonna save this quarter. Coaching
to help your team grow isn't going to save this
quarter. And so therefore, in a world where you're
you know you you are up at night worrying about
those that that quarter attainment, knowing that
the life cycle, the the tenure of a manager and
leader is is is short without performance, it
becomes a reason not to prioritise that investment
despite that compelling fact. Let's take a look,
then at some more of these data points. And I want
to look at this one around tenured reps, because
we talked about that earlier on. Tenured reps
being hungry for coaching, but they don't get it.
Talk us through rich Do you want to kick us off
with this one? The stat around six to 10 years
tenured reps. Lot of sales leaders and companies
would say that here, if you've been in your role
for 10 years, you're a tenured rep, right? I think
that's fair to say that a lot of sales, certainly
sales leaders I speak with you know you're no
longer classed as a newbie or green or junior.
You're often in that kind of experience bracket
that you get when you pass a maybe like a five
year period. Look at look at the stats there. They
are actually the band of sales person who wants
the most amount of more coaching than they're
currently getting. This completely debunks the
myth that you should just let your most tenured
sales people, just let them get on with it. You
know, they don't think they really need or want
coaching. Don't want to get in their way. We want
to focus on the new hires, on the people who are
really, really new. This completely debunks that
myth. Now, what is interesting, the nuance is the
the people who've been doing the role, once you go
over that 10 year barrier, which is a broad, it's
a broad number, right? It could be people who've
been in the role for 20 years, 30 years, and
interestingly, the percentage of those does drop
off quite significantly. Why is that? Well, I
think we can all we can debate the reasons why. I
think there's this case in point to say that maybe
people who in that bracket again, I can say this
because I hear it from prospects I speak with. You
know, they kind of feel like they've they've got
it all worked out. I remember a comment that we
had from a sales person recently was, I've been
doing this for 20 years. I'm not sure I need this
help, that mindset, right? That just because I've
been doing the job for a long time maybe doesn't
means that means I can't get better, when
actually, if you look at their performance and the
results, tells a very different story. Maybe
they've just lost hope. Maybe by that point, it's
been so long since they've received anything
meaningful, as far as their far as their growth,
that they're just kind of like a bit ambivalent to
it, which is quite it, which is quite sad, right?
And they're just kind of like floating, floating
through the later stages of their career career,
and that is depressing, right? But, yeah, I'd be
curious to hear what the audience thinks about
these stats, but, but ultimately, this shows that
a lot of the time and effort when coaching is
given as dedicated and people who are really new,
but actually there's a batch of people who have
been who you would class as tenured, that want
more coaching than they're getting more than
anybody else in the sales org. I think firstly,
just to emphasise when we ask this question, this
isn't about experience in sales. This is about
tenure in that role. So this is people that have
continued to do the same role, who are saying 80%
of them that have been in that role for six to 10
years that they want more coaching more than as
Rich said any other audience. The second thing I'd
just like kind of point to is, for anyone that's
been in a role more than three years, there is the
balance of probability. Is that you either is that
you you rarely get coached like that. You're over
50% of all of that audience. Once you've been in a
role for three years, you're going to rarely,
never, maybe quarterly, get coach. Let's, let's
call it what it is, if you're getting coached
quarterly, you're getting coached rarely, over
half of the people in those positions get rarely
get coached. Pretty depressing. Well, let's take a
look at managers, because I know that's our next
stat that's kind of coming up. So we'll have a
look at managers now, and they're not being set up
for success. Rich. What do you think of this data
point? Yeah, I mean, this has been a theme
throughout the webinar, right? Is that maybe the
reason why sales people feel like they're not
getting what they need, they're not rating what
they're getting, is because this is, this is, this
is saying that two thirds of sales leaders have
never received any type of support like this is,
this is anything from like a one off training
session to ongoing coaching. They've received
nothing to become more effective at this, this
role of a coach. Then Carly asked the question,
how many sales leaders have actually ever been,
have actually get to get any help? Well, think of
how long some sales leaders have been doing that
job, for five years, 10 years, 15 years, 20 years.
Amazing, staggering, mind blowing, like it's,
it's, it's crazy that this is this, is this is the
reality. Is it any wonder? Is it any wonder that
sales people feel saying, I don't rate what I'm
getting from a manager, when, quite frankly, a lot
of managers probably.
They are just kind of making it up, or just think
they know what they're doing. Unbelievable. Seems
to be, right. Kev, from, from our results here,
66% of leaders have had no support when it comes
to being coached themselves. Were you shocked by
that? Well, honestly, I'm not shocked by it. And
you know, and I imagine if you then ask that, 34%
as rich, alluded to what, what was that support
for many, it would just be, you know, I once went
on a, yeah, I once went on a training session or,
or I was helped by a manager years ago. It won't
necessarily be an appropriate level of support.
How can we expect leaders who are busy, who are
juggling so many things, who are in a world where
quota attainment is hard is harder than ever. How
can we expect them to be an effective coach when
we don't help and support them doing that, and
they probably never received great coaching
themselves? How do we expect them just to become a
great coach? It just resonates so much, doesn't it
like it's it's kind of like a feels like a no
brainer, but there is still pushback from from
leaders. We know that to be true, so let's have a
look our next, our next data point around kind of,
what's the most desired form of coaching. And I
want to start with you, Kev, because I know that
you you really champion this. Do you want to talk
us through what the results taught us here? Yeah,
this is about my sales coach. But you know that we
will live and breathe this kind of how is I going
to transform sales coaching? But you know, for us,
when we talk about that, it is about how we can
amplify human coaching in terms of its its
frequency, its impact, its timeliness, and you'll
see no doubt more from us in the coming weeks and
months on this. But yeah, this was an important
question to ask because, you know, as I say, there
are many tools, a broader Church of tools, that
are being referred to as as AI sales coaching
tools. But when you ask people you know, to rank
in terms of your what their desirability, six out
of 10 said they were openly sceptical about AI
only coaching, and only 13% believed that AI
coaching on its own would be will be extremely
useful.
Again, I think, you know, there will be lots of
organisations that will want this to be the magic
pill and the answer to knowing their teams don't
get the coaching that they deserve, and knowing
that quota attainment and targets are being
achieved, knowing that their teams need to become
better, and they'll want AI coaching on its own to
be that great, be great if you could go and buy a
software solution that will fix this problem. But
I think you know this overwhelmingly says that
view is not shared by reps. They don't see that as
the solution to the to the problem. And, yeah, I'm
sure, understandably so. And Rich, shall we have a
look at the investment levels in AI so it's clear.
We asked the again, and this is the first time we
did this. In the survey, we asked sales. We asked
the West participants, to what extent are they
already investing in AI coaching technology. To
what extent are they likely to invest in more and
in some cases, and in how many people are unlikely
to invest when they when they look forward to next
year? And what's clear is that there's, you know,
there's, there's, there's a rise in companies,
companies who are already investing in this, so
called AI coaching tech. There's plenty who are
saying, I'm likely to invest more. So there's a
rise of this in the market. But what's interesting
is that the sales people who have where their
companies have already invested in this tech,
technology, 60% said it is at least somewhat
useful. Okay, so that's everybody's saying that
they love it to like it's somewhat useful. Yeah.
40% say it's not useful at all, which is quite a
big number, right? Like when it comes to the
investment that these companies are making in this
technology and these tools. So I think it shows
that there's this is this is coming into the
space. This is the direction of travel that we are
moving in. But the key there is like, okay, but it
has to be seen as valuable. It has to deliver the
outcomes that we're looking for. Any thoughts on
that? Kev, well, just, I think, really, just
echoing Rich's points, but yeah, 85%
that either have or are likely to invest, you know
this, this is, yeah, that's
a huge part of the huge part of the market. I
think you know what, what we're just going to see
over, over the coming months and years, is a
realisation of what part they will play in in
fixing this, this problem. And as I say, I think
my concern would be organisations that believe
that that is the solution than the magic pill.
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