It’s easy to know when we are “spinning wheels” as a salesperson; no callbacks, no responses, getting ghosted, and so on. But how do we know if we are “spinning wheels” as a sales manager/coach?

This was an interesting perspective I heard from a manager during a recent training session that made me pause to consider this issue from a management point of view.

Sales managers play a pivotal role in guiding their team members, providing feedback, and fine-tuning strategies to optimize performance. However, despite their best intentions, sales managers may sometimes find themselves unknowingly "spinning their wheels" when attempting to coach or manage a particular team member. This blind spot can hinder progress and lead to frustration for both the manager and the salesperson.

But, how do you know when you’re spinning your wheels, and then once you realize you are what should you do next?

5 Signs You’re Spinning Your Wheels

1. No Implementation of Your Suggestions: After 2-3 scheduled 1 on 1’s you’re still not seeing any of your suggestions or recommendations being implemented.
2. Resistance or Disengagement: Your team member appears disinterested or resistant during coaching sessions.
3. Lack of Progress: Your team member’s performance fails to improve despite repeated coaching efforts. They don’t self-correct what they can improve.
4. Lack of Ownership: They wage war using the blame game. For example, delivery issues, service issues, etc. They don’t take ownership and there is a lack of self-responsibility.
5. Low or No Activity: Based on the model A x E = R (Activity x Efficiency = Results), your team member is lacking effort in one area (Activity) which is 100% in their control.

If you’ve seen one or more of these signs with any of your team members, it’s a red flag, and here’s what you should do next.

Time for a candid conversation.

These discussions serve as pivotal moments for realignment, reflection, and proactive steps toward positive change. Here are key talking points and a framework you can use to guide the conversation.

The Coach’s Talking Points for Candid Conversations

1. State your intention.
2. Share your observations.
3. Engage the team member.
4. Share what will happen if there is no change.
5. Why is it worth it for them? Energize them with a long-term view!

As managers, we’re very good at sharing our observations (#2) but often fail to share the intention (#1) behind the observations.

Let’s run through an example based on a team member having low or no activity.

Intention: Alex, my goal for you (and I know your goal for yourself) is for you to thrive in your role here, hit your goals, and get compensated for what you deserve for your skills and talents.

Observations:

I've noticed and as we have discussed before your activity dropping. There is a proven formula for the level of activity it takes to hit goals and I’m seeing a trend in the drop to your activity levels. You have mentioned you need X number of meetings based on your appointment to close conversion ratio and that is right on pace with others in our company.

Engagement:

I'd like to hear your perspective on what might be contributing to the decline in your sales activity. What are the challenges you are encountering that are impacting your activity levels?

Consequences of No Change:

Alex, I have the unique position of seeing years of reps push through these slumps and thrive but also I’ve seen times when there is no change and the impact. Sales will start to drop (even though you may not feel it right now) and you will be on a rollercoaster of results and not make the money I know you have stated you want to make.

Why It's Worth It:

I firmly believe you have the potential to turn things around and excel in your role. By increasing your sales activity and actively engaging with prospects, you'll not only improve your performance but also position yourself for long-term success and advancement within our company.  I’m happy to get out in the field (or on the phone) with you more, invest in training and/or mentoring with someone else or anything else that you see would better equip you for success. What can I do to better support you? What is your next step to turn this around and amp up your activity level?

This conversation framework emphasizes understanding, support, accountability, and the long-term benefits of improving sales activity, aiming to energize your team member while addressing performance concerns constructively.

Stop Spinning Wheels and Start Empowering Your Team

Be a catalyst for helping your team experience more success and career fulfillment. Cheering you on as you coach, manage, and equip your team!