The Challenger program is a good set of benchmarks for your performance. The Challenger program is a training, coaching, and mentoring environment. As a coach, you are a part of the Challenger program and the challenge is to improve sales process compliance, sales innovation, and the sales execution of Challenger reps. You can measure the effectiveness of your coaching by tracking the sales performance of reps who are coached versus reps who are not.
As a coach, you can influence your own sales success and the Challenger sales program through coaching. Coaching helps you keep your Challenger program relevant, your reps motivated and engaged, and your sales cycle times fast.
CASE STUDY: A Human Resources leader at a large manufacturing company was considering a change in his job role. He wanted to coach and mentor sales reps on sales process compliance, sales process improvement, and sales innovation. He had recently hired a Challenger rep to be his mentor. When the Challenger rep visited the Human Resources leader’s office for the first time, the Human Resources leader asked him to simply make a presentation to the sales reps to show them how to sell and close a deal. The Challenger rep, in turn, suggested that the Human Resources leader also coach the sales reps in sales process improvement, sales process compliance, and sales innovation.
The last category is coaching, involving the day-to-day interactions with reps and managers and the ability to drive the Challenger training process. Coaches build new sales pitches, coach reps on sales process compliance, assist reps with new sales tactics, and coach individuals on proper behavior. Coaching is the most important contribution that managers can make to the Challenger program.
The Human Resources leader thought this was a good idea and decided to coach sales reps in sales process compliance, sales process innovation, and sales process improvement. He coached all the sales reps for a month, with the Challenger rep playing the role of a coach. The sales reps reported that they did not want to be coached, were confused by the sales process compliance training, and did not like the sales innovation training. The sales performance of the sales reps who were coached was not any different from the sales performance of the sales reps who were not coached.
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