Sales coaching is not a speech and it is not a scorecard review. At its best, it is a focused conversation that helps someone understand what is happening in their work and choose a useful next step.

Start with the person, then the numbers

Performance data gives a conversation direction, but it does not explain the whole story. I start by asking how the person sees their recent work. Then we look at the relevant indicators together and identify where their view and the data agree or differ.

Make feedback specific

“Do better on calls” is hard to act on. A useful coaching point names an observable behavior, explains why it matters, and gives the person a chance to practice. For example: prepare two questions before a client conversation, use them to understand the campaign goal, then review what changed in the next one-to-one.

Agree on one next step

A coaching conversation should end with something small enough to try and clear enough to revisit. That might be testing a new discovery question, reviewing a pipeline segment, or asking for support on a difficult account.

The follow-up matters. It shows that coaching is part of the work, not a meeting that disappears as soon as the calendar invite ends.

Build ownership

My role as a team leader is to give people context, support, and honest feedback while helping them build their own judgment. Progress is more durable when the person understands the reason behind the action and takes ownership of trying it.