Sales Coaching: Making the Great Leap from Sales Manager to Sales Coach

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McGraw Hill Professional, Nov 2, 2008 - Business & Economics - 208 pages

Go from manager to coach--and motivate your staff to unprecedented success!

Since the original publication of this classic guide, organizations have recognized that sales coaching is a sales manager's most important role. Now, author Linda Richardson has completely updated and revised Sales Coaching to include the latest tools and techniques, as well as a refined sales coaching process for increasing performance.

Sales Coaching will help you make the essential transition from boss to coach so you can help salespeople achieve their goals. In this new role, you will empower your people to reach their highest potential by removing obstacles while fostering self and peer coaching, allowing direct reports to take responsibility for their own development. Richardson's broader objective is to help build and sustain a sales culture of continuous improvement and sales excellence. Inside you'll find a clear, practical, five-step approach to sales coaching that will result in dramatic changes in behavior.

Sales Coaching includes brand new guidance on

  • Maximizing technology
  • Coaching more effectively
  • Remote coaching
  • Coaching in-the-action
  • Quarterly coaching plans

Richardson provides the skills and strategies you need to deliver feedback that changes behavior and strengthen relationships with your sales team. This new edition gives you everything you need to achieve your objectives and build a winning sales culture. You will watch members of your team reach performance heights they would not attain without your guidance. The results will benefit everyone--you, your staff, and ultimately your customers.

The choice is yours: Be a manager who makes your salespeople do their jobs, or be a coach who helps your salespeople succeed.


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Linda is right: most companies are still trying to coach their sales people and the front line rank their sales managers 13% lower in skillset for coaching than managers rank themselves.
Misalignment prevents the manager from being a good coach. The manager may not be rewarded so too little time can be spent on the coaching aspect of growing the team. And a sales manager doesn't necessarily have a pathway to be a coach, or even understand how to manage a sales team individually for success.


1 Developmental Sales CoachingBoss to Coach
2 Developmental Sales CoachingPriority One
3 Developmental Sales CoachingThe Model
4 Developmental Sales CoachingThe Skills
5 Developmental Sales CoachingFeedback
6 Developmental Sales CoachingFocus and Discipline
7 Developmental Sales CoachingRemote Team and IntheAction Coaching
8 Developmental Sales CoachingSales Meetings and Coaching Your Team
9 Developmental Sales CoachingPeer and SelfCoaching
10 Performance Reviews and Consequence Coaching
11 Developmental Sales CoachingTechnology As a Sales Coaching Tool
Coaching Tools

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About the author (2008)

Linda Richardson is founder and executive chairwoman of Richardson, a leader in the global sales training industry. The recipient of many high-level sales awards, she is the author of numerous influential books, including Selling by Phone, Sales Coaching, and the New York Times bestselling Perfect Selling. She also teaches sales and management at The Wharton School and the University of Pennsylvania.

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