1. Time—they have other duties, and it’s hard to ‘get to”. This is especially true if you are a quota-carrying manager. You go where you can control. If your sales team is more extensive, you might focus on business and pipe reviews, not skill development and fine-tuning. An extra set of hands can be handy.

2. Comfort—sometimes coaching is outside the comfort zone. Especially if a manager’s skills came about naturally; they are unsure how to do it. Conversations end up being told, and lecturing sessions and follow-ups get inconsistent. An outsourced coach who holds responsibility for this and reports out can play effectively into the manager’s strengths.

3. What to coach—while you can see a rep’s performance. It’s not clear what needs to be done to improve the performance. What skill is the right skill? What
process or motivator is the right one? A third party can sometimes catch things that have been overlooked. Or not yet experienced.

We have assessment and development tools that reps can use to understand and engage in their role more effectively. How to use their unique strengths to be more effective and efficient in prospecting, deal building, pricing, leveraging relationships, networking, establishing a selling mindset, perseverance, and grit.