Abstract feedback like "be more confident" is useless. Instead, sales managers should provide concrete instructions. Replace "you sound nervous" with "speak at a slower cadence," and change "have more confidence" to "speak louder" for clear, measurable directives.
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To give difficult feedback, use the Situation-Behavior-Impact (SBI) model. Instead of making accusations, state the situation, the specific behavior, and crucially, the impact it had on you. This approach prevents triggering a defensive, fight-or-flight response in the recipient.
A three-step structure for feedback: state a neutral observation ("What"), explain its impact ("So What"), and suggest a collaborative next step ("Now What"). This focuses on the work, not the person, making the feedback more likely to be received well and acted upon.
Most salespeople fear silence and rush to fill it, appearing insecure. By intentionally embracing silence, you reframe it as a tool. It signals confidence, gives the buyer critical time to process information, and, like a pause in a performance, can make them lean in and pay closer attention.
Instead of scrapping your entire sales script after a bad call, make one small tweak. Test that change over a significant number of conversations (e.g., 10) to validate its effectiveness with data before making further adjustments. This prevents overreacting to single failures.
When giving feedback, structure it in three parts. "What" is the specific observation. "So what" explains its impact on you or the situation. "Now what" provides a clear, forward-looking suggestion for change. This framework ensures feedback is understood and actionable.
Instead of offering unsolicited advice, first ask for permission. Frame the feedback around a shared goal (e.g., "I know you want to be the best leader possible") and then ask, "I spotted something that's getting in the way. Could I tell you about it?" This approach makes the recipient far more willing to listen and act.
When given unclear feedback like 'be more strategic,' don't ask for a definition. Instead, ask for concrete examples: 'What would it have looked like for me to be strategic?' or 'What would you have done differently?' This forces managers to provide actionable guidance instead of abstract criticism.
The term "strategic" is often a catch-all excuse used by managers during performance reviews when they fail to provide concrete, coachable feedback. It's a sign the leader needs to clarify their own expectations before they can effectively coach their team member.
Instead of ignoring a buyer's hesitation, directly address it with phrases like "You seem hesitant." This improv-inspired technique disrupts conversational patterns, gets the buyer's attention, and opens the door to a more honest discussion about their underlying concerns, showing you are paying close attention.
When successful reps get bored and start changing their effective talk tracks, their performance can dip. To coach them, anchor the conversation in data from their peak. Review past call recordings and metrics to show them precisely how their messaging has deviated and guide them back to their proven strategy.