I have been using the same line about sales leadership for a number of years now, in sales we need to look carefully at what generates success and coach not just around those activities, but also the behaviours that support a long successful career.
This article strikes as a reminder that it is all too easy to focus on the end of the funnel which long term becomes very reactionary rather than strategic.
The reason I say sales leaders need to be the best coaches is that so much of sales is about resilience, determination and confidence which are all very emotive topics, and it is these areas that need to be coached around delicately, you can't just steam in!
The part in this article I enjoyed the most is quoted below about how reviews in sales can so often turn into solely a financial discussion, how about we spend more time focusing on the activities and most importantly the behaviours that generate business?
Selling is about behaviours, not just analyses, and making sure that salespeople align their behaviours with those metrics is an ongoing process. Performance reviews can help, if they’re done right. Unfortunately, reviews are typically underutilized levers for influencing behavior in most organizations. Busy sales managers tend to treat them as cursory, after-the-fact discussions about quota attainment and compensation, not coaching about going-forward behaviors. The result is that, too often, “feedback” from managers is really a sermon whose message is “get better and sell more.”