Team sign in Team leadership
Coach observable behaviors and manage work with context.
Coaching a behavior instead of a personality
Feedback is easier to use when it identifies something the rep can practice.
Read the field note ↗Running a useful daily sales huddle
A daily huddle should help the team act on today’s work without becoming a second reporting system.
Read the field note ↗Making team goals measurable without inventing precision
A goal needs a definition and a period before it can be evaluated fairly.
Read the field note ↗Reviewing a low-conversion week
A weak result needs diagnosis before it needs a louder target.
Read the field note ↗Sharing a territory between two managers
Shared management needs a clear division of responsibility and a common record of decisions.
Read the field note ↗Recognizing quality work on a leaderboard
A leaderboard can encourage useful habits when the underlying measures are well defined.
Read the field note ↗Preparing a one-on-one with a sales rep
A useful one-on-one combines the rep’s perspective with a small amount of specific evidence.
Read the field note ↗Distinguishing activity from progress
A high activity count does not automatically mean the customer or project moved forward.
Read the field note ↗Onboarding a rep into the team workflow
A rep needs to know how work moves through the team, not just how to sign in.
Read the field note ↗Using a cancellation review for learning
A cancellation review should identify what can be learned without assuming every outcome was preventable.
Read the field note ↗Creating a fair coaching sample
Coaching based only on the best or worst call can distort a manager’s view of a rep’s work.
Read the field note ↗Managing overdue follow-ups
An overdue list becomes useful when each item receives a decision rather than another automatic date change.
Read the field note ↗Delegating a task with a clear outcome
Delegation works when the person receiving the task understands what completion looks like.
Read the field note ↗Responding when a rep’s tool stops working
A tool failure needs a safe fallback and a clear route to recovery.
Read the field note ↗Keeping team training current
A training document needs an owner who can resolve conflicts with the live process.
Read the field note ↗Building a weekly operating review
A weekly review should connect performance, outstanding work and decisions about the coming week.
Read the field note ↗Balancing new activity with existing customer commitments
A team that only rewards new activity can lose track of customers already expecting a response.
Read the field note ↗Explaining a metric change to the team
Changing a definition can make performance appear to improve or decline even when behavior stayed the same.
Read the field note ↗Preparing a new manager to inherit a team
A new manager needs the team’s operating context, not just access to a leaderboard.
Read the field note ↗Ending a coaching conversation with a usable plan
Feedback should produce a next practice step that both people can recognize.
Read the field note ↗