My first sales position out of college was selling business equipment on straight commission. I distinctly remember my first day on the job, in my first ever sales position. My manager spent the first two hours demonstrating our products, showed me how to complete my weekly call reports and then handed me a map with my sales territory outlined in yellow. "Go get 'em, kid", he barked. So I off I went with my map and samples in tow; hopeful yet clueless, eager yet with the distinct feeling that something was missing.

That "something" I was missing was good coaching.

Fast forward to today, and in my role as a consultant on sales effectiveness I still see many organizations where sales coaching amounts to "What's your numbers?" or "When are you going to close that XYZ deal?" These organizations are missing out on what great companies and research have confirmed: That great salespeople work for great managers, and great managers know how to coach.

In most cases, great coaches are made, not born. The qualities that make a great salesperson are not the same qualities that make a great coach. Yet most people promoted to management are given no training on how to be a good coach.

Since many managers don't know how to coach they boost other performance influences, such as incentives, recognition, or training. While these should be part of a complete management system, they are not a substitute for coaching. In fact, in the absence of follow up coaching, researchers at Huthwaite, Inc. found that 87% of the skills acquired in formal sales training disappear within 30 days.

Other sales managers lament that they "can't find the time" to coach their people, while others who make the time find their coaching efforts awkward and poorly received. Want to make coaching work in your organization? Here's what we've learned:

Begin with average performers: Average performers don't present the same challenges as coaching either under-performers or high achievers, so they present a good opportunity to practice your coaching skills.

Ask salespeople to assess their own performance: When it comes to coaching, questions work better than confrontation. Most salespeople know what their strong and weak points are, so let them tell you. This approach secures critical buy-in and allows you to build on their self-appraisal.

Don't pile on many areas for improvement: Resist the temptation to recite a litany of ills and ineffective behaviors. Rather, pick a single need with the greatest potential for payoff if addressed.

End sessions with a concrete action plan including provisions for follow up: Without this step, any behavior change will be temporary at best. If you are truly serious about helping your people develop their skills, then coaching needs to become a continuous loop, not a serious of random, unconnected events.

Put these practices into action and watch your sales coaching effectiveness - and your sales - take off!

Paul Schnabel has 20 years experience in sales and sales management and provides sales training, consulting and coaching to many Fortune 500 organizations. He can be reached at 480-767-8965 or paul@paulschnabel.com