Coaching Archives - The Sales Evangelist

Category Archives for Coaching

What sellers need to avoid

TSE 1322:10 things new sellers should avoid doing

What sellers need to avoidWe all make mistakes from time to time but you can’t avoid them if you don’t know they’re mistakes. In this episode, Donald will share 10 mistakes he’s made so you don’t have to. 

Mistake #1: Being pushy

People hate pushy sales reps. These are the ones that are often associated with being a stereotypical “used car salesperson.” This makes buyers feel like they are being tricked into making a purchase. Buyers nowadays are educated, prepared, and they are familiar with the tactics that sellers use. These days, buyers have different options and can go somewhere else if they don’t feel you have their best interest at heart. Buyers want to move toward sellers who can educate them to make the best decision, as opposed to someone who is trying to push them into an option they don’t really need.

Pushy sellers are those who are trying to hit their own deadlines and quotas without taking into account what’s best for their customers. They have abandoned the whole idea of empathy.

Mistake #2: Not listening

We’ve all heard that we have two ears and one mouth so that we can listen twice as much as we speak … but not everyone takes this to heart. Donald was taught early on that he should only speak about 30-40% of the time. The rest of the time should be spent listening. New sellers have the notion that the more you talk, the more convincing you get. Actually, the opposite is true. Great sellers spend their time asking effective questions. When you research and come prepared with questions buyers can respond to, it helps them see you’re more engaged. For example, ask questions pertaining to their business or personal interests. It’s during these conversations that the prospect will tell you how to sell to them. 

Mistake #3: Saying “Tell me more about your business” 

Don’t ask a buyer about their business when there’s so much information available over the internet. Do your research before the meeting. The buyer shouldn’t have to waste their time educating you about their business. You don’t want to be caught less informed than your competition. Instead, ask them questions that pertain to their services and about the challenges their company may be trying to overcome. 

 Mistake #4: Lying 

Nobody likes a liar. As a seller, you have an idea about what numbers you want to hit. Regardless of what that might be, when the buyer asks for the price, don’t tell them you don’t know if you can give them a margin to work with. Help the buyer make a decision that’s in their best interest by offering great value first, then talk price. 

If you truly don’t know the answer to a critical question, let them know you’ll get back to them. Just don’t lie. The buyer will appreciate your authenticity.

Mistake #5: Not taking No as an answer

You want to help people but you can’t force them to get your products or services. Sales work is very much like baseball. Not every swing turns into a home run. Sometimes you’re just going to get to first base or hit a line drive. The same is true with your prospects. You want to give your best but when a buyer says no, you can ask a follow-up question to make sure it’s not a problem you can solve. If it’s just not a good time, don’t be pushy and revisit down the road. 

Mistake #6: Not knowing the buyer’s true needs

It’s best to meet a client with some understanding of their needs and how you can offer solutions or better alternatives. The last thing a buyer wants is to deal with a salesperson who has no idea how to help them solve their problems. Try to understand the pain points of their business. The more you understand them, the more you’ll be able to add value. 

Case studies and testimonials can offer great insight into how problems can be solved or what the problem is. These can be found in your own company’s files, through your competitors, or your prospect’s website. Look at some of the training and videos. Look at their case studies and read on the challenges they solve for their buyers. The last thing a buyer wants is to deal with a salesperson who has no idea how to help them solve their problems. 

Mistake #7: Being late for meetings

When you set up an appointment, make sure to show up on time, and don’t miss appointments. Buyers are busy and being late is a bad first impression. Be diligent with your scheduling and don’t stack appointments if you can’t follow through. Learn how to organize your time in a way that you will have extra time to prepare for your next appointment. Calculate in your travel time, the time you need to prepare your slides and anything else that will take up precious minutes.

 Be careful too of being too early and creating a burden for the client. Be there early enough to set up and then be ready to go by the time the client gets there. 

Mistake #8: Not keeping your word

This mistake ties closely to the previous one. For example, if you gave your word you were going to bring information to the meeting, then do so. You don’t want to come across as unreliable as they will wonder if this will be how you are after closing.  Embrace the idea of under-promising and over-delivering. 

Mistake #9: Overselling

Overselling can happen with new sellers. Sometimes new sellers feel they have to tell the buyers everything about the product. Your job is to show what’s specifically important to the client. If you’re selling a house and the buyer really wants a nice garage, don’t spend most of your time showing them the bedrooms – show them the nice garage. Give them what they want.

This is how your buyers gain confidence in you and the product or service you have to offer. 

Mistake #10: Not willing to learn

 As a new seller, it’s part of your job to learn from everyone. Talk to your colleagues, people from different departments, and other people in the industry. Recognize your gap and seek opportunities to keep learning and growing.  Watch videos, read books, listen to podcasts, go to training seminars, and utilize other modes of education. Be an effective seller by continuously increasing your knowledge. 

10 things new sellers should avoid doing” episode resources

If you are interested in more sales stories, you can talk to Donald directly. Reach him via these channels: LinkedIn, Instagram, Twitter, and Facebook about any sales concerns. 

This episode is brought to you in part by Crmble, the easy-peasy CRM for Trello that helps you manage your contacts and leads without investing in complicated solutions, sync all your data, manage custom fields, and get powerful reporting on your sales. Try Crmble now for free at This course is also brought to you in part by TSE Certified Sales Training Program. It’s a course designed to help new and struggling sellers to master the fundamentals of sales and close more deals. It will help them elevate their sales game. Sign up now and get the first two modules for free! You can go and visit also call us at (561) 570-5077. 

We’d love for you to join us for our next episodes so tune in on Apple Podcast, Google Podcast, Stitcher, and Spotify. You can also leave comments, suggestions, and ratings to every episode you listen to. 

You can also read more about sales or listen to audiobooks on Audible and explore this huge online library. Register now to get a free book and a 30-day free trial. 

Audio provided by Free SFX and Bensound. Other songs used in the episodes are as follows: The Organ Grinder written by Bradley Jay Hill, performed by Bright Seed, and Produced by Brightseed and Hill.

Watch on YouTube:

The Sales Manager's Guide

TSE 1287: The Sales Manager’s Guide To Greatness! 

The Sales Manager's GuideYou may have been a top salesperson, and still continue to be, but that doesn’t always qualify you to be a top sales manager. Both have very different skill sets and require mastery in very different skills. 

Kevin F. Davis is the author of the book The Sales Manager’s Guide to Greatness: Ten Essential Strategies for Leading your Team to the Top. Kevin started his career in sales at an entry level position and worked hard to become a general manager. His new role gave him the opportunity to train and coach 250 sales people and directly manage the sales team and sales managers. 

He also founded TopLine Leadership, Inc. where they have offered sales coaching and leadership workshops to corporate clients and groups of sales managers for the last 27 years. Other books Kevin has written include Getting into your Customer’s Head and Slow Down, Sell Faster.

On writing the book 

There aren’t a lot of books written about how to effectively manage sales people so Kevin wrote his books to help fill this void in the marketplace and to offer support that was sorely lacking. Research has shown that up to 80% of all sales managers in North America don’t get the training they need in order to be successful. Their company may not have a budget for it or they offer management training that is too general to solve the specific problems of their sales managers. 

Not enough time 

Managers have to spend the majority of their work day answering emails, dealing with interruptions, going to meetings, and answering questions from their sales team. With this constant activity, they are too overwhelmed the distractions to coach their salespeople.    

The self-serving bias  

Most salespeople think they’re better than they actually are. We tend to overestimate our capabilities and underestimate our weaknesses. The result is a sales team who think they’re better than they are and don’t fully appreciate the mistakes they may be making. Because they aren’t being coached, they don’t know they’re making mistakes and end up perpetuating existing problems. Unfortunately, salespeople are getting a lot less feedback from overtaxed sales managers. Because they are so busy, managers tend to wait for a sales rep to come and ask questions instead of being proactive. An opportunity to coach comes from approaching the sales team with critical questions throughout the entire sales process. Kevin points out that the salespeople on the team who appear to be  the least needy are probably the people who need coaching the most.

According to Kevin, a great sales rep who has mastered  their sales role inhibits that individual’s success as a sales manager. As sellers, we love to take charge of a situation and work it through to have a successful outcome. Once you become a sales manager it can be tempting to jump into a conversation a sales rep is having with their client. This can send a message to the team you don’t trust their process and destroys an opportunity for valuable coaching following that meeting. Kevin further added that the sales people who report to you are your Number One customers so you should care about how to make them the most effective they can be. 

From being task-oriented to people-oriented

One attribute of a great sales leader is recognizing the importance of sharing time between tasks and coaching their team. Sales managers need to be able to focus on their salespeople and connect on a professional and personal basis. 

As a sales manager, it’s your job to ensure that your salespeople are with you and they know what the team is trying to accomplish. While it’s good to be task-oriented, it’s equally important to be people-focused. Kevin mentioned the valuable lessons he learned from the story of Beth Comstock (now the vice-chairman at General Electric) about how important it is to focus on people and not just be a task-master. 

Understand the buying cycle 

The sales forecast is a misnomer. The sales forecast should be a buying forecast. It is important to understand the customer’s buying process to maximize the sale. Sales managers need to be able to recognize when a buyer is purchasing differently from the way the sales rep is trying to sell. Oftentimes sales reps sell faster than the customer wants to buy. The buying process focuses on improving the accuracy of the forecasts instead of depending on the guesswork of sales. The key to this is by asking the right questions. One example would be to ask the sales rep, What are the buying criteria in order of priority?  When a sales manager asks the right questions, the sales rep knows what to ask the customer. 

Managing sales people requires a completely different set of skills from selling. If you’re looking to get promoted, set a goal to become as masterful at  leadership as you are selling.

“The Sales Manager’s Guide To Greatness!” episode resources 

Connect with Kevin Davis via his website and you can also follow him on Twitter (@kevinfdavis) and LinkedIn accounts. 

If you are interested in more sales stories, you can talk to Donald directly. Reach him via these channels: LinkedIn, Instagram, Twitter, and Facebook about any sales concerns. 

This episode is brought to you in part by Crmble, the easy-peasy CRM for Trello that helps you manage your contacts and leads without investing in complicated solutions, sync all your data, manage custom fields, and get powerful reporting on your sales. Try Crmble for free now at This course is also brought to you in part by  TSE Certified Sales Training Program. It’s a course designed to help new and struggling sellers to master the fundamentals of sales and close more deals. It will help them elevate their sales game. Sign up now and get the first two modules for free! You can go and visit also call us at (561) 570-5077. 

We’d love for you to join us for our next episodes so tune in on Apple Podcast, Google Podcast, Stitcher, and Spotify. You can also leave comments, suggestions, and ratings to every episode you listen to. 

You can also read more about sales or listen to audiobooks on Audible and explore this huge online library. Register now to get a free book and a 30-day free trial. 

Audio provided by Free SFX and Bensound. Other songs used in the episodes are as follows: The Organ Grinder written by Bradley Jay Hill, performed by Bright Seed, and Produced by Brightseed and Hill.

Janet Clark, The Sales Evangelist, Sales Process

TSE 1184 Sales From The Street: “The Heart Flow Sales Process”

Janet Clark, The Sales Evangelist, Sales Process

Sales is a process and every salesperson has to master the heart flow sales process before expecting results. 

Janet Clark’s company, The Freedom Shift, is a sales matchmaker. Janet matches high-ticket salespeople with coaches and consultants who want to expand their sales team. She is also helping the coaches with their lead generation and figuring out their qualified leads because this part of marketing can be difficult. 

Before she built her company, Janet started in corporate sales selling B2B. She built sales organizations for big telecommunications and internet-based companies. It was only five years ago that she started selling high-ticket transformation programs for top-level coaches and consultants. 

B2B selling and transformational selling

In B2B selling, a salesperson is selling somebody in a corporation and spending somebody else’s money. Their decision is still laced with emotion but it’s more of making the right decisions so as not to lose their jobs. 

In transformational selling, a coach or consultant is selling to a company owner who makes a decision to invest in himself to reach a new level of personal growth. A coach or consultant talks to a person who spends his own money. There are a lot of emotions involved in making the decisions of doing high-ticket investments yourself. 

The key to connect with people is to reach them from the heart, hence the heart flow sales process. Every letter in the word Heart Flow stands for one of the steps in the sales process. 

Factors to consider 

Two things need to happen before someone invests in a high-ticket program. Number one, the prospect has to know that the program works. They need to feel a level of trust in the person delivering the program. The second factor is for the prospect to consider whether the program will work for him.  

Marketing and the qualifying piece answer that question. Talking to the prospect about the program and how good it is alone wouldn’t result in a closed deal unless the conversation goes deeper and they figure out where their fear is coming from.

The Heart flow process is not hardcore selling and it’s not manipulative. 

Most people need a push and not manipulation. Sometimes, they need to borrow the confidence of the salesperson in order to make big decisions. There is a fine line between being confident and pushing somebody a little beyond their comfort zone and doing something manipulative. 

People who make investments need to see results and they won’t get the results they want when you bring them in the program in a coercive way. 

The Heart Flow Sales Process


Heart Flow is divided into three sections and as mentioned earlier, every letter stands for a step in the process. 

  • Hello
  • Explain
  • Ask
  • Recap
  • Teach

Hello is the greeting. It’s when you sit with your clients and figure out who they are. This is where you build rapport. Next, is to explain how the call is going to go. Set the stage right away and do an agenda before the call. It is important to take the prospects through the process in order to steer them in the right direction. 

Ask, because fact-finding and interviewing are two important parts of the sales process. Learn to ask the right questions and the typical objections in the program you are selling. When you realize that the person is not a qualified prospect, you go to the next section. 

Recap the things that they’ve said to ensure that they know you’re listening and absorbing the information they gave you. 

Teach is the transition point where you start giving them some information. It’s important to teach them something that they’re not aware of and give them that eureka moment. Teaching them little things that they don’t know or might have known in a way that is an Aha! Moment. 


The next section is Flow. 

  • Feeling
  • Layout the offer
  • Own the silence
  • Wrap it up

Feeling is asking them how they feel about what you’ve said. This step makes them reflect on the things you’ve said and respond accordingly. This brings you to the next section, layout the offer. 

This is where you explain to them that what you just taught them (in the Teach step) is incorporated in this program. Layout to them the elements and the components that make the program work. It’s more of the benefits and results of the program rather than the times of the day you’re going to do the coaching calls. 

Own the silence and don’t make the mistake of owning the talk after you’ve laid the offer. It’s important to mute yourself and let them come up with what they’re thinking. 

The last step is to wrap it up. Answer their questions and move forward into getting them into the program. There is science to the sales process and a way that it needs to flow. There’s also an art to sales so that every person brings their own artistic way of doing the process. The heart flow sales process allows you to be creative but still keep the process flowing so that you can stay on track. 

Refrain from reading a sales script and do it in a natural format but in a guided way. 

Sales should be a normal conversation with people where you’re helping them through the process of making a decision. #SalesHacks

“Sales From The Street: The Heart Flow Sales Process” episode resources

As a salesperson, make sure that you’re doing this for the right reason and not just to make a commission. Connect with Janet Clark. You can find her on Facebook, High Ticket Sales Collaborative or visit her site, The Freedom Shift. You can also shoot her an e-mail if that’s more convenient for you. 

This episode is brought to you in-part by TSE Certified Sales Training Program. It’s a helpful guide for sales reps and sales leaders to improve their pitches and presentations. It has 12 courses and you can get the first two modules for free! 

If you like this episode, don’t be shy and give us a thumbs up and rating on Apple Podcast, Google Podcast, Stitcher, and Spotify. We produce podcasts weekly so make sure to subscribe to get more of these sales talks that matter! Share this with your friends and teach them how to subscribe as well. 

If you’re a sales rep looking to hone your craft and learn from the top 1% of sellers, make plans to attend the Sales Success Summit in Austin, Tx, October 14-15. Scheduled on a Monday and Tuesday to limit the impact to the sales week, the Sales Success Summit connects sellers with top-level performers who have appeared on the podcast. Visit to learn more and register! 

If you’re a reader who loves reading and listening to books, you can also check out Audible as well and explore this huge online library with thousands of books. Register now to get a free book and a 30-day free trial. 

For sales concerns, you can shoot us your question anytime. Connect with Donald via LinkedIn, Instagram, Twitter, and Facebook

Audio provided by Free SFX and Bensound


Steve Richard,, Sales Manager, Sales Coaching, 5 common mistakes

TSE 1003: 5 Common Mistakes Sales Managers Make When Coaching

Steve Richard,, Sales Manager, Sales Coaching, 5 common mistakes

In our work with sales reps, sales teams, and sales managers, we encounter many people who believe that sales coaching doesn’t work, but many of them fail to realize that there are 5 common mistakes sales managers make when coaching.

Steve Richard, founder of ExecVision, shares how to avoid those mistakes, and he suggests you start by recognizing that there’s a difference between coaching and training.


Training is teaching someone to do something new that the person doesn’t know how to do. Coaching is helping someone do something that they do know to the point of mastery.

If we expect a rep to embrace a certain behavior, we have to train him. If we don’t, that failure is on us. Then, after we’ve trained him, we have to overcome the “forgetting curve” which is a function of our brain’s tendency to purge information.

Coaching is the act of training iteratively, focusing on the person, and repeating that behavior until it becomes second nature, like tying a shoe.

Consider whether your organization is struggling with any of these mistakes.

1. Failing to define what good looks like.

We must give our teams a definition of what a call should look like. Include the key things you want them to say, the behaviors you want them to exhibit, and give them a target.

Give your team members total clarity on what you want them to do. [06:11] Develop consistency among your team members so you can hit bigger numbers.

Also, build a team of people who will identify these steps. Include managers, senior executives, and representatives from operations, enablement, and sales. A varied team can ensure that these decisions aren’t being made by people who haven’t made calls in a while.

Check out the book Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance for clarification about metrics. Learn the difference between activity metrics that you can control — things like making phone calls and sending LinkedIn connection requests — and objectives like having conversations with people which you have less control over.

Aside from simply giving your team members goals, give them a roadmap to achieve them. [08:32] How many activities should they achieve in a week to achieve their goals?

Many organizations have salespeople who are “unconsciously competent,” which means they don’t know why they are successful. Though it’s not bad, it’s impossible to scale. You can’t pair a new employee with someone who is “unconsciously competent” and expect her to learn the right way to do things.

2. Neglecting to train because of time.

Most every sales leader intends to coach his team. [10:26]

Managers typically know they have to be more consistent as a team, and they know that the way to do that is through coaching. But they also universally say that time is the thing that prohibits them from doing it.

They have the greatest of intentions, but something always gets in the way.

3. Misunderstanding how to train correctly.

It’s shocking to think of the amount of money that is spent on sales rep training. Sales managers, however, typically receive very little training. Many of them have never been taught to coach the right way.

Think, for example, of a sales manager who observes a call and then immediately launches into constructive feedback. Basically, he tells you all the things you did wrong.

When the sales rep hears it, his system sends a hit of the stress hormone cortisol, which triggers the “fight or flight” response.

The sales rep either defends himself by digging in his heels or he puts up a wall and stops listening. In either case, it’s not good.

Instead, try the model that Jim Kennan recommends: observe, describe, prescribe. Leave the judgment on the shelf.

Listen to the call. Recount what the rep did during the call. Then ask a question that prompts the seller to figure out what he could have done differently to improve the call.

People value more what they can conclude for themselves than what they’re told. 

4. Lacking observable moments.

If sales reps can’t listen to recordings of their calls, they’ll have no way to improve their performance. [18:45] They will only have vague ideas of what they think they did during the call.

During the 80s, the Japanese beat us in the auto industry because they were continually improving their operational efficiency.

Adopt the continuous improvement mindset that served the Japanese so well.

5. Making training ad hoc.

Your organization’s training must be habitual. It must be part of the rhythm of the company.

Make your training such a part of the process that it becomes the gospel.

It can be as simple as listening to 5 minutes of a call with a rep and asking for reflections. It will do good things for your company.

Instead of feeling like sales managers have to do all the work, involve the sales reps in their own development. Run call-of-the-month competitions where reps submit their best call every month with written commentary.

Give people an environment in which it’s fun to learn and improve.

“5 Common Mistakes Sales Managers Make When Coaching” episode resources

Connect with Steve via email or call him on his cell phone at (202) 302-3193.

Check out ExecVision’s Call Camp that breaks down real sales calls like game tape to evaluate what works and what doesn’t. It’s a free webinar that shares practical advice with sales reps, managers, and leaders to improve their effectiveness.

This episode is brought to you in part by, a Chrome browser extension for Gmail that allows you to track and schedule your emails. It’s super easy, it’s helpful, and I recommend that you try it out.

They are offering a 14-day free trial, and half off your subscription when you use the code Donald at checkout.

This episode is brought to you in part by, a powerful sales automation platform that allows you to build highly personalized, cold email campaigns. To learn more, go to It will help you with your outbound to expand your outreach. It allows you to set it and forget it. Your prospecting will never ever be the same.

Previously known as TSE Hustler’s League, our TSE Certified Sales Program offers modules that you can engage on your own schedule as well as opportunities to engage with other sellers in other industries.

I hope you enjoyed the show today as much as I did. If so, please consider leaving us a rating on Apple Podcast, Google Podcast, Stitcher, or wherever you consume this content and share it with someone else who might benefit from our message. It helps others find our message and improves our visibility.

If you haven’t already done so, subscribe to the podcast so you won’t miss a single episode, and share with your friends!

Audio provided by Free SFX and Bensound.

Dr. James Kelley, Authentic Leader Model, The Sales Evangelist Podcast

TSE 901: The Authentic Leader Model and Making Better Leaders

Dr. James Kelley, Authentic Leader Model, The Sales Evangelist Podcast

Authentic leadership involves understanding that everyone has a unique journey, and everyone brings some kind of baggage to the office. You don’t have to understand the baggage; you simply have to understand that they have it.

On today’s episode of The Sales Evangelist, Dr. James Kelley, professor of marketing, talks to us about authentic leadership, his authentic leader model, and about how adversity creates better leaders.

Dr. Kelley hosts the podcast Executive After Hours, and he noticed a recurring theme that occurred during his podcast conversations: adversity changes people.

Growth from adversity

Dr. Kelley recounted the story of Joe Burton, who became the COO of McCann Erickson Worldgroup by the time he was 40 years old.

He was unbelievably successful, but he was miserable. He was aggressive with his employees, unhappy with his wife, and his body was physically breaking down.

When Joe inventoried his life, he realized he had lost his twin sister and his older sister within the span of two and a half years. He had also lost his dad about 12 years earlier.

The sheer amount of adversity caused him to reflect on his life, and it led him to launch, a company that specializes in mindfulness. His own adversity transformed his life and made him more aware of his challenges, and it set him on a new path.

Likewise, Bridgette Mayer owns an art gallery in Philadelphia. She grew up in a crack house with six siblings until she and two of her sisters were adopted by a single family.

Her older sister committed suicide and the younger one landed in drug rehab. Bridgette, meanwhile, graduated from high school and then college, and then opened her own gallery.

So why did Bridgette succeed where his sisters hadn’t? She says it’s because she embraced adversity and reframed her challenges as opportunities. She had the right people around her at the right time to give her the right advice, and she was willing to listen.

Dr. Kelley believes that our adversity connects us to other people.

When he was in sales, he quickly learned that personal stories connect people faster than almost any other tool. Relatable stories like death or divorce create an instant bond that establishes immediate trust.

Dr. Kelley’s leadership model

Grab a piece of paper and a pencil.

Draw a medium circle and write the word ‘crucible’ inside. Now draw a circle outside of that, like you’re drawing a bulls-eye.

At the top of the outer circle write ‘self-awareness’ and leave the bottom portion of the outer circle empty.

Then draw one more circle on the outside of the first two, and write the words ‘compassion,’ ‘integrity,’ and ‘relatableness’ in that circle.

Dr. Kelley’s leadership research suggests that when people embrace their adversity or their crucible moment, their framing of that moment determines the effect it will have on their future.

Most people treat adversity as something that happens to them instead of viewing it as an opportunity to learn something new.

Those who frame adversity in a positive way, though it might take six months or a year, deepen their self-awareness.

They discover that they actually want to treat people with respect. They want to have compassion for people and relieve their suffering.

As your self-awareness grows, you move out into the model a bit, and you eventually discover that you’d like to live with a little bit more integrity and honesty. Because that’s how you want to be treated, you discover that it’s the best way to treat others.

You discover that as you have hard conversations that demand honesty, you build trust and loyalty, and you discover that relationships play a very significant part in your life.

As you learn to embrace relatableness, you seek ways to create micro-moments and meaning.

Without a growth mindset, you have self-awareness but nothing to do with it. When people embrace a learning mindset, that’s when they start to develop.

You become a much more authentic person and you spend every day trying to improve yourself for you rather than for anyone else.

Evolving people

You have to know that people have bad days.

If you see an empty water cup on an employee’s desk and you refill it, you’re demonstrating compassion and kindness.

Those micro-moments develop trust and compassion and integrity, and the return-on-investment is much greater than in companies that don’t embrace this culture.

If we take care of the employees first, they will take care of the organization.

Dr. Kelley believes that hiring a coach is the key to understanding your own adversity. He believes that evaluating your adversity and figuring out what you’ve learned that you can take forward is the key to success.

Being able to admit that you don’t know everything and surrounding yourself with people who can help you achieve your goals will help you better embrace your adversity.

“Authentic Leader” episode resources

You can connect with Dr. Kelley at his website, or email him at  Find The Crucible’s Gift: 5 Lessons From Authentic Leaders Who Thrive In Adversity on his website or on Amazon.

The Sales Evangelist Hustler’s League is our online group coaching program designed to help sellers of all levels. We help sellers who have been selling for years as well as those who are new to sales.

Last semester, we focused on building value, and we’re beginning a new semester in the fall. To find out more or to apply, visit the Hustler’s League.

If you’d like to learn more about video and how to include it in your sales process, check out the Video Jungle podcast, your source for marketing and selling your brand using video. Plan, create and share your way to better content and strategy. You are a brand, and video can help you set yourself apart.

Leave us a review wherever you consume this content, and share it with someone else who might benefit from our message. If you haven’t already done so, subscribe so you won’t miss a single episode.

Audio provided by Free SFX and Bensound.

Piyush Patel, On-boarding, New Sales Team, New Employee Training

TSE 893: How to Make New Employees Feel Like They Already Belong

Piyush Patel, On-boarding, New Sales Team, New Employee Training

When your company on-board a new employee, you invest time, effort, and resources into the process. So if you’re going to spend the money, doesn’t it make sense to put energy into making sure the employee is successful? The key is to help new employees feel like they already belong.

On today’s episode of The Sales Evangelist, Piyush Patel, author of Lead Your Tribe, Love Your Work shares how he on-boards his new employees and how he engages his staff in the hiring process.

He emphasizes the need to show new team members where the finish line is before expecting them to sprint toward it.

Initial welcome steps

Before employees set foot in Piyush’s office, they receive a box in the mail that includes initial paperwork plus t-shirts and other swag related to the company. The company also sends a book about the team and how the company operates.

The most important item in the box is an empty picture frame with a note encouraging the employee to bring a picture of a loved one for the new desk.

Psychologically, he said, the first day presents the highest stress for a new hire.

There’s the potential for a lot of doubt, and lots of room to wonder whether he made the right decision.

If the new desk has a picture of a loved one on it, there’s a better chance he’ll be convinced he made the right decision.

Making time to welcome employees

Piyush, the CEO of his company, dedicates himself to spending a half day with new employees on their first day in the building.

He gives new employees a tour, explains the inner workings of the company, and then gives them a spreadsheet with every employee’s name on it. Their assignment is to go from desk to desk asking a series of three questions.

  • Why do you come to work here?
  • What’s your favorite food?
  • What’s your favorite memory of your time here?

By the end of the exercise, the new employee has heard every co-worker explain all the best parts of the company, as well as a sort of history of the company in the form of memories.

The net result is an employee who is excited to be part of the story.

“Dating” for 30 days

Piyush treats every new hire like a 30-day date for both employer and employee. The two come together at the end of the 30 days to decide whether the pairing is a good fit.

He identifies employees he calls navigators whose job it is to “protect the culture.”  Piyush tasks them with taking the new employee to lunch, taking him to happy hour, and walking him through a segment of training.

At the end of 30 days, the group decides whether the new hire is a good fit for the team.

Even if the new hire isn’t immediately a good fit, he’ll evaluate whether the new hire can be rehabilitated.

It creates the sense that the whole team is in this together, and it results in a culture where people love their work.

The result is a community with low turnover and great results.

Ongoing coaching

Some employers say they don’t have time to invest in new employees this way.

To them, Piyush says that he realized he was investing much more time dealing with unfulfilled expectations. He would have saved time by making the initial investment early on.

Instead of constantly rebuilding the process, he could carry out regular maintenance along the way with much better results.

He avoids making employees feel like they are constantly being criticized. Piyush constantly affirms employees: they hear the things they are doing well as well as things they could improve.

He said that people work for three reasons beyond money: belonging, affirmation, and meaning. Once they are in the tribe, you have to work to constantly maintain those.

“Make New Employees Feel Like They Already Belong” resources

Grab a copy of Piyush’s new book, Lead Your Tribe, Love Your Work or connect with him on LinkedIn.

We’ve been recommending the book the book, Stop Selling & Start Leading: How to Make Extraordinary Sales Happen from our sponsors at Wiley  for quite some time because we believe in the message. Based upon interviews with buyers, it offers specific information for sellers to help them become trusted advisors.

As part of the series this week, we have a SlideShare available for you to download, or you can link to it here. As always, we also have a free excerpt of the book so you can try it out for yourself. We believe you’ll like it so much you’ll want to grab your own copy.

Today’s episode was also brought to you by Video Jungle podcast, your source for marketing and making your brand pop using video. Plan, create and share your way to better content and strategy.

If you think you might benefit from more stories like these, check out The Sales Evangelist Hustler’s League, an online group coaching program that brings sellers of all levels and all industries together to share insights. We’re beginning a new semester this fall, and we’d love for you to join us.

Audio provided by Free SFX and Bensound.

Just Catamarans Inc., The Sales Evangelist, Donald Kelly, Thomas Chambers,

TSE 854: Sales From The Street:”Communicate”

Just Catamarans Inc., The Sales Evangelist, Donald Kelly, Thomas Chambers,

Every sales professional knows the challenge of convincing a customer to choose your organization over your competitors’. We all understand the value of learning to communicate in order to be successful in business.

On today’s episode of Sales From The Street, Thomas Chambers shares the challenges he faces in his role as VP of sales for a yacht brokerage. He discusses the need to communicate often with customers and sales agents, and his belief that there’s no such thing as too much communication.

Finding balance

In Thomas’ industry, the sales agents are 1099ers: independent sales reps who “eat what they kill.”

Sometimes, though, agents put a lot of work into a transaction and get nothing from it because the loan doesn’t close for some reason.

He compares his industry to the real estate industry, in which sales don’t happen in a day. In fact, the entire process can take 6 months to a year.

There’s a balance, then, to keeping employees accountable to their goals, and encouraging them when they struggle. They have to keep their eyes on the long game, and develop patience and perspective.

Communicating frequently

Because half of Thomas’ employees are in different locations, he instituted weekly sales meetings to keep everyone on the same page. It gives his team a chance to discuss pipelines, boat listings, marketing initiatives, industry events, and relevant news.

The meetings give his agents a chance to communicate consistently, and to provide feedback.

The meetings have increased his agents’ trust in his leadership and grown the relationships.

He also prefers sharing ideas as they occur to him rather than waiting for their weekly meeting. Additionally, he is able to help them focus on increasing their online footprint.

As a result of their collaboration, many of his agents have started their own YouTube channels and improved their online presence.

“Communicate” resources

You can connect with Thomas and Just Catamarans at You can also find the company on Instagram, Facebook and YouTube.

There’s a reason I continue suggesting the book, Stop Selling & Start Leading: How to Make Extraordinary Sales Happen from our sponsors at Wiley. It’s a fantastic blueprint of all the things buyers say they expect from sellers and want from sellers.

I’m so convinced of its message that I’m offering a free excerpt of the book so you can check it out.

Leave us a review wherever you consume this content and share it with someone else who might benefit from our message. If you haven’t already done so, subscribe to the podcast so you won’t miss a single episode.

Audio provided by Free SFX.

Donald Kelly,

TSE 776: What Should I Know When Coaching My Top Performers?

Donald Kelly,

We all need coaching. Sometimes we don’t do the things or put the processes in place to get the coaching that we need.

In today’s episode, Shimon Lazaro shares with us the struggles top performers deal with and how to coach these strong personalities.

Here are the highlights of my conversation with Shimon:


  • Research shows that top performers are always improving.
  • The key to this improvement is finding the coach that resonates with you who can help make your strengths more pronounced.
  • It’s not easy to find the right one since every coach is also different.


  • Coaching is tailored to the individual vs. regular training. It understands what you’re good at and where your challenges are. Coaching is much more personalized.
  • Coaching is also cross-functional. Clients have issues with many different things and when you solve these issues together, it boosts performance. It helps you become a leader.
  • Coaching dives deeper and understands those areas of opportunity. Research shows that coaching makes employees more productive and happier and also reduces turnover.


  • You tend to think that your approach works and you have all the answers. The better your results are, the harder it is to change.
  • Some things that you’ve been doing for years aren’t necessarily working.
  • Always try new and different things. Go out of your comfort zone!


  • Two types of people who succeed:
  • Open to change and learn
  • Resistant to learn
  • Understand what motivates them. Once you discover that, it’s easy to work with that person. A good coach will know how to spot these personality traits.
  • There is no single formula as long as you can convince someone to be open to change. Small improvements can build up over time.


  • You tell us what you want to work on and our algorithm matches you with many coaches that have helped similar people in the past.
  • We let you work with them for free for 7 days and get their different approaches.
  • We also have different technologies that can support you with your needs and goals.

Shimon’s Major Takeaway:

No matter how good you are, you can always be better. You can always improve. Life can be so much better than what it currently is, no matter how successful you are.

Episode Resources:

Check out the TSE Hustler’s League.

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

Sales Coaching, The Sales Evangelist Podcast

TSE 612: Four Fundamental Areas You Should Start Coaching Reps In

Sales Coaching, The Sales Evangelist PodcastCoaching problems? Basically, it all comes down to the situation the seller is in at a particular time. They may be having a tough time with cold calling or closing the deal. In each of those situations, tailor your sales coaching towards the benefit of the individual.

Account Executives versus SDR’s

First, it’s important to differentiate account executives and sales development reps. Account executives are people who call in to get the lead and close the deal. Sales development reps (SDR’s) are those who prospect and guild opportunities that your account executive is going to close.

If you’re a small organization, I recommend you split these roles up where the SDR can focus on SDR work while your account executive focuses on closing and then the client success team focuses on advancing and upselling as well as in managing the account.

Here are four key areas sales leaders can focus on particularly when coaching sales reps.

  1. Opportunity management and opportunity development

This comes down to prospecting and most people tell me who are working in small businesses say they’re getting 5-10% of their leads through inbound. This means a lot of the businesses are not coming through your inbound process or you may not have an effective inbound marketing strategy right now. You, therefore, have to get business by actively going out and developing opportunities.

Make sure your sellers know where to find people whether through cold calls or social media or networking events. Find the ones most beneficial for your team. Coach your reps on how they can improve on this.

  1. Actual phone conversation

If a large portion of your business comes down to talking on the phone, make sure your reps understand what they say. Utilize proper wording, messaging, scripts, and giving feedback. The script works well especially for newbies but these should only work as a guide in terms of what to say. They can memorize it but they still need to make it their own. During your coaching sessions, do some practice run or role plays. Get them to talk on the phone and record the conversation. Practice is key.

  1. Value creation

This is focused on the question-asking skills and the capability of having meaningful conversations. However, this is an often overlooked area. Write down the top 15-20 questions you could ask your prospect in your sales process. Sit down with your team and write down meaningful questions and practice those. Utilize your personality, emotions, and facial expressions (even when you’re on the phone).

  1. Actual account management

This involves having a plan of how you’re going to help the account to advance and grow. Have a plan or process to help the person give you referrals or figure a way you can generate more business opportunities for them. Find a way to upsell them on one of your higher-end product and coach them on how they can do that.

Episode Resources:

Check out The Sales Evangelizers on Facebook

Join the TSE Hustler’s League.

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

What do you like about our podcast? Kindly leave us some rating and/or review on iTunes. This would mean so much to me.

Richard Smith, Refract, Donald Kelly, The Sales Evangelist

TSE 578: How to Use Technology to Better Coach Salespeople

Richard Smith, Refract, Donald Kelly, The Sales EvangelistCoaching is an important piece in sales but you have to make sure you’re equipped with sufficient data so you can better analyze and coach effectively. Today’s guest is Richard Smith and he shares with us how you can use technology to better coach people.

Richard has been in sales for almost ten years selling SaaS solutions to SME’s and organizations. Currently, he is the Co-Founder and Head of Sales at, a UK-based technology company that specializes in sales coaching and feedback technology for calls, demos, and emails. He is passionate about sales development and changing the broken culture and mindset towards sales coaching.

Here are the highlights of my conversation with Richard:

Coaching as a human-to-human experience

Technology is not here to replace the role of a sales coach. Coaching is a very human-to-human experience. Instead, technology is used to enhance the overall experience of coaching sales people and to take the impact of coaching to a completely different level.

The importance of using technology to make coaching effective:

  1. Overcoming time barrier.

Today, coaching no longer has to be done where you have to sit next to a sales rep but you can do it when you’re commuting on the way to work or when you’re sitting at the airport or while you’re doing your administrative tasks.

  1. Measurability

The actual challenge in coaching is the lack of any level of measurability. Without having strong measures in place to show the performance of your sales rep and you’re not able to see the notable difference, it just becomes a waste of exercise as managers don’t have a real way of tracking, measuring, and looking at its impact. Using technology, you’re able to measure the impact of coaching as well as see how individuals and teams are improving as a result of that coaching.

About focuses on the interaction between two people and get managers the ability to get closer to understand what that interaction looks like so reps are able to better initiate valuable conversations.

They provide insights into how their reps perform in sales conversations through recorded sales calls or looking at how they would react in certain sales situations. The managers are then able to give feedback on those interactions and share best practices.

  • What are the things the sales rep says to the prospect that resonates well and what things do not resonate?
  • What are the key and missed opportunities on the sales conversation?
  • How can salespeople best handle objections and how they can better understand how to handle common objections they get?

How they can help sales managers:

  • To get managers closer to understanding how salespeople interact with prospects
  • To address the mistakes made on those interactions and show them what “good” looks like

Remote Coaching

Coaching doesn’t have to be this face-to-face experience. More and more people are now working remotely. As a result, the time managers have to coach their people in person almost doesn’t exist anymore.

You can still then add significant value as a sales manager to the development of your rep by embracing technology.

Even with geographical barriers, coaching can be done more regularly than you’ve experienced before if you sat in the same office with that sales rep since you’re now able to coach whenever you have time and the availability.

Coaching Sales Teams of All Sizes

Nobody should be exempt from sales coaching. Coaching is the single, quickest way to get more out of your existing team. Technology can have varying levels of impact depending on the size and geography of the team.

Great Strategy for New Reps

Build up libraries of best practice interactions and best practice sales calls and have those ready and available from day one of that new sales person coming on board and you can significantly reduce the ramp time of your new rep since they’re able to learn quicker and get confident quicker.

Richard’s Major Takeaway:

Start to take coaching more seriously than you are doing now. Most sales team prioritize making more sales or getting sales teams performing better than they are now or increasing your close rates. But the only way to do that is by taking coaching more seriously and getting coaching built in to be a cultural part of your week. If you can do this across your sales team, you’re going to get powerful results long term than just ordering your team to make more dials or send emails.

Understand the importance of coaching and put some time aside on your calendar every week or even every day to do a little bit of coaching with your sales reps. The more you do it, the more results you’re going to get and you will have a higher producing team.

Episode Resources:

Learn more about Richard on or shoot him an email at Connect with him on LinkedIn or Twitter @richard_refract.

The Science of Selling by David Hoffeld

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

What do you like about our podcast? Kindly leave us some rating and/or review on iTunes. This would mean so much to me.

Duncan Lennox, Donald Kelly, The Best Sales Podcast, Sales Training

TSE 434: This Is How You Coach

Donald Kelly, Duncan Lennox, The Sales Evangelist PodcastCoaching plays a very important role in building a very efficient sales team. It’s also typical scenario in most organizations that competent, highly effective salespeople get promoted into sales managers. However, being a great salesperson doesn’t mean you automatically become a great sales manager as well. That’s the whole reason coaching is imperative, not only for salespeople, but also even for sales managers.

This is another interesting conversation today as Duncan Lennox shares a handful of great insights who to coach, what to coach, and most importantly, how you can effectively coach your sales team.

Duncan Lennox is the CEO and Co-Founder of Qstream, a sales performance platform that combines mobile, software, and science to help organizations measure and manage the skills of their sales force by adapting to the way their customers need to work.

Here are the highlights of my conversation with Duncan:

Duncan’s coolest sales experience when he was the customer at a car dealership

How sales managers can be more effective in sales coaching:

  • Ability to use data in your coaching

Gather more data about what the sales reps know so you can tailor your coaching conversation and drive more to the specific needs of individual sales rep.

  • What data can you use:
  1. Data around the sales rep’s actual skills and knowledge (from practicing scenarios or a trial environment where they can work with prospects)
  2. Observe data (sales managers go on sales calls with the rep and capture data on how confident and proficient they are)
  • Consolidate data together and out of that deliver insights on who needs the help and where they need the help so sales managers can have directed coaching conversations

Factors that limit companies from having effective coaching sessions:

  1. Everybody is busy.
  2. Managers have larger teams.

Average team size is 6 reps per coach but many organizations are larger than that so sales managers have to divide their time among them.

  1. Pressure to focus on very short term opportunities.

Coaching is often focused on very short term deal opportunities and not going into longer term development of skills that could have a much bigger impact.

How can you make those conversations more efficient and more directed and much more personalized to each rep so people can use their time more efficiently?

  1. Promoting rock star sales people to become sales managers

Being a sales manager is a totally different job than being a sales rep. While that manager has tremendous experience that they could draw on to help their team, they don’t know a lot about how to coach, who to coach, and where the coaching is needed.

Strategies for sales managers to better improve:

  1. Coaching the coaches.

Many sales reps are more successful and happier staying as sales reps. But a number of salespeople need to get into the sales manager role. However, companies need to recognize this transition into a new role through coaching them to being better coaches.

  1. Technological support

Companies should assist sales managers by providing them new tools and technologies that enable them to gather data quickly and easily

Front-end: Combination of mobile enabling, easy access and easy-to-use to capture things quickly and easily

Back-end: Data gathering and crunching and analyzing all the data and numbers to provide real insights

More about Qstream:

Focused on the capabilities of the sales force to help them and managers understand their strengths and weaknesses and get better in their weak areas through:

A 3-minute daily experience: Combining neuroscience, psychology, game mechanics and big data all squeezed into a 3-minute experience

Virtual selling scenarios:  Reps choose what to do next and they learn and see their strong and weak points

Game Mechanics: Scoring points and competing with peers to increase engagement and building a consumer experience for the sales rep

Tailored experience: The experience is tailored to each individual rep so time is not wasted on things they already know or have mastered


  • Short, enjoyable experience so it’s not taking a lot of your time
  • Increased proficiency levels
  • Improved average quota performance to 20-30%

Duncan’s Major Takeaway:

Management is all about solving problems that are in the way of the people on your team. Help them remove these blocks through data-driven coaching. Also, scale by leveraging data gathered on the actual capability of the rep. At the end of the day, add value  for the rep rather than creating obstacles in their way.

Episode Resources:

Connect with Duncan on or follow them on Facebook and Twitter @qstream.

Create interactive presentations that customers will enjoy and remember. Get a full demonstration of Prezi Business and see the power it has in action. Just go to to help you tell more compelling, value-driven stories to your prospects.

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

Register For DO BIG THINGS Today! 

Sales Coaching, Donald Kelly, The Sales Evangelist Podcast, Sales Training

TSE 324: Sales From The Street-“Coaching”

Sales Coaching, Donald Kelly, The Sales Evangelist Podcast, Sales TrainingToday, I’m going to talk to you about sales coaching, specifically how sales managers.And here are the common questions I have come across.

  • Should a sales manager sell? Or should he/she be a manager/coach?
  • Should you hire your top rep to become your sales manager?

Many companies hire a coach but what I noticed to work effectively is when the company has a manager in place who serves as a guide or a coach to help the sales team perform.

However, some companies look for their next manager by looking at their top performing rep. Now, if they are performing well, why would you take them out of a selling situation?

Some cons when taking the top performing rep out of the field to become a sales leader:

  1. They’re not selling so you lose out on some revenue right away.
  2. The presence of some biases or conflicts of interest and then distrust begins to happen leading to a disconnect between management and sales people.

Strategies to avoid biases:

  1. Get people some training and help so they can perform well.
  2. Set up their earnings based on the performance of the team.

The power of having a coach:

  • It challenges you and helps you set goals.
  • It helps you find out your weaknesses and where you need help the most.
  • It gives you help, direction, and guidance

Major Takeaway:

Hire someone from the outside to be a sales coach or manager that’s going to come in and be there full time to dedicate, guide, train and help your organization. Don’t just take your top reps out and make them sales managers. First, find out if they desire to do that in the first place.

Episode Resources:

Coaching Salespeople into Sales Champions by Keith Rosen

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

The Sales Evangelist, Donald Kelly, Donald C. Kelly