Collaboratively Building Action Plans

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The power of this approach to sales coaching is that when a rep doesn’t hit 100% of their monthly quota, it triggers a coaching action. DiCristo-Schmitt’s framework provides a helpful structure for coaching sales reps who have missed their targets.

Here's how you can implement this framework in your own coaching sessions, broken down into each month:

Month 1: Building a Rep-Driven Success Plan
After a sales rep misses their quota for a month, it's time overseas chinese in usa data for coaching. The first step is to work with the manager to create a rep-driven 30-day success plan. This plan should be tailored to the individual's strengths, areas of opportunity, and the specific challenges they face.

In month one, the focus should be on building the rep's activity level to ensure they have enough opportunities to achieve their goals. Work with the rep to identify their strongest fits and to help them build their territory opportunity.

You can also use the CPC process (Create, Progress, Close) to diagnose where the rep needs to improve their skills and build a skill development plan to level up. The CPC process helps identify whether a rep is struggling to create deals, progress deals, or close deals.

From there, the manager can help the rep build a strong sequence and calendar to ensure they know where they are going, who they are connecting with, and what they should say. By the end of the month, the rep should have a clear understanding of what activities they need to do to achieve their goals, as well as a plan for how to do it.

Month 2: Collaborative Planning with Sales Director and VP
By the second month, it's important for the sales director and VP to join the coaching session to evaluate the progress of the rep and diagnose any gaps in their performance. This is a crucial step to ensure that the coaching is on track and the rep is moving towards achieving their targets.

During this session, the leadership team should revisit the success plan and identify any necessary adjustments to help the rep improve their performance. The sales director and VP can provide additional guidance and support, bringing their expertise to the table to help the rep overcome any challenges they may be facing.

The team should meet weekly to review the rep's progress against their KPIs and activity metrics, coach them, observe customer meetings, and facilitate role-play practice until the necessary improvement and development is achieved.

This collaborative approach not only helps the rep to improve their performance, but it also fosters a culture of learning and growth within the sales team.