What The Numbers Mean, Hints For Coaching!


Share on LinkedIn

As sales professionals, we’re all very goal directed and measurement oriented. Managers leverage numbers heavily in managing and coaching performance. But there’s a fine line in using the numbers appropriately in coaching. Too often, coaching becomes about the numbers and not about what they mean. The real secret to effective coaching is understanding is causing the results, getting underneath the numbers.

Most of the time the number are just symptoms of something else–an underlying problem of challenge.. None of us would feel comfortable if a doctor just treated our symptoms, rather than examining and trying to understand what creates those symptoms. Yet too often, we totally ignore this in coaching our people.

The numbers are just symptoms or alerts. They tell us that something’s happening, they draw our attention to a potential issue. As managers and coaches, it’s our responsibility, with our people, to drill down understanding what they mean—what underlies them and what do we need to do about it.

Too often, the coaching goes something like this:

Manager: “You aren’t hitting you numbers for prospecting calls, what are you going to do to fix that?”

Sales person: “Make more calls????”

Manager: “Absolutely, you need to hit your numbers! Make sure you are making the calls!”

What an enormous waste of time! What has the sales manager learned in this exchange? What has the sales person learned? Absolutely nothing, yet the manager can “check the box,” having coached the person. Too many coaching sessions look like this, with the discussion focusing on the wrong issues. The manager takes no time to understand what’s going on, why the sales person might not be achieving the goals, what it means, or how to improve the ability of the sales person to meet the goal. There’s no problem solving with the sales person, no conversation about what might be done, no skills building. It ends up being a lost opportunity.

It is worse, the manager may not understand why the goal, in this case a certain number prospecting calls, was established in the first place. The number was established for a reason, presumably a certain number of calls result in a certain number of qualified leads which result in more opportunities in the pipeline, which ………. But too often,managers and sales people lose this connection, so the number becomes an end in itself, disconnected from why it was established in the first place.

Soon we have sales people and sales managers going through the motions, with no idea about what they mean and why there were established in the first place.

Metrics are important, they help us understand whether we are on target to achieve our goals or not. For the most part, the numbers aren’t the end–they are indicators of whether we are likely to achieve our goals or not.

For managers, make sure you understand what you are trying to achieve with each metric that you are putting in place. Understand how they contribute to the numbers that do count, understand how they link and impact each other. Make sure you can explain explain all of this to your team. Give them a context to understand what it means and how it fits into the attainment of their overall goals. Make sure you can understand and diagnose the problems your people might be having in achieving the goals. It’s important that sales people understand how everything they do contributes to achieving their goals.

In coaching, think of the actual attainment of the metric as in and indicator or alert. If a person isn’t achieving the metric, it alerts you to looking at what’s happening and why. You may need to take corrective action. All of this is a terrific opportunity for coaching and problem solving with your sales people. Engage the sales person in looking at the issues and diagnosing them. Make them a part of the process so they understand and own their role in taking the corrective actions.

This process is very powerful–it not only enables you to identify performance issues with your sales people, developing strategies to improve performance, but the process of working with your people in understanding what the numbers mean, gives sales people greater ability to diagnoze and address issues by themselves.

Do you know what the numbers mean? Are you managing to the number or are you leveraging these alerts in identifying performance issues and working with your people to develop solutions.

Republished with author's permission from original post.

Dave Brock
Dave has spent his career developing high performance organizations. He worked in sales, marketing, and executive management capacities with IBM, Tektronix and Keithley Instruments. His consulting clients include companies in the semiconductor, aerospace, electronics, consumer products, computer, telecommunications, retailing, internet, software, professional and financial services industries.


Please use comments to add value to the discussion. Maximum one link to an educational blog post or article. We will NOT PUBLISH brief comments like "good post," comments that mainly promote links, or comments with links to companies, products, or services.

Please enter your comment!
Please enter your name here