Appendix E2 — Coaching Frameworks
Purpose of This Appendix
This appendix defines how coaching is structured and delivered inside SalesOps.
Coaching is not motivation.
It is system-guided improvement.
SalesOps uses coaching to:
- correct patterns
- improve decision-making
- increase consistency
- reduce performance volatility
If coaching relies on charisma, it will not scale.
Coaching Is Triggered by Signals, Not Feelings
SalesOps initiates coaching based on observable indicators, not intuition.
Valid coaching triggers include:
- repeated stage stagnation
- low conversion at specific stages
- recurring objections
- weak discovery outcomes
- inconsistent activity-to-result ratios
Coaching without a trigger becomes noise.
The SalesOps Coaching Loop
All coaching follows a consistent loop:
- Observe — Identify the pattern
- Diagnose — Locate the breakdown
- Clarify — Define the correction
- Practice — Reinforce the behavior
- Verify — Confirm improvement
Skipping steps creates temporary compliance, not growth.
Deal-Based Coaching
Purpose: Improve live outcomes.
Focus areas:
- discovery quality
- stakeholder mapping
- objection handling
- close readiness
Deal coaching is specific and time-bound.
SalesOps avoids:
- abstract advice
- generalized feedback
- outcome-only pressure
Skill-Based Coaching
Purpose: Improve repeatable capability.
Focus areas:
- questioning technique
- listening discipline
- framing value
- managing silence
- controlling pace
Skill coaching is detached from quota pressure.
Behavior-Based Coaching
Purpose: Correct system adherence.
Focus areas:
- CRM discipline
- follow-up structure
- pipeline hygiene
- exit enforcement
Behavior coaching protects system integrity.
Coaching Conversations Must Be Structured
SalesOps coaching conversations answer:
- What happened?
- Why did it happen?
- What will change next time?
- How will we measure improvement?
Coaching without closure creates ambiguity.
Coaching Is Not Performance Management
SalesOps draws a hard line between:
- Coaching — skill and system improvement
- Performance management — accountability and consequences
Mixing them destroys trust.
Coaching assumes capability.
Performance management addresses gaps in execution or effort.
B2B vs B2C Coaching Emphasis
In B2B:
- deeper deal analysis
- stakeholder navigation
- value articulation
In B2C:
- speed-to-response
- volume handling
- objection pacing
Same framework. Different signal weighting.
Coaching Cadence Standards
SalesOps requires:
- regular coaching rhythm
- documented outcomes
- follow-up verification
One-off coaching does not change behavior.
What This Appendix Enables
With structured coaching:
- performance improves predictably
- reps feel supported
- managers stay objective
- skill compounds over time
Without it:
- pressure replaces development
- inconsistency grows
- burnout accelerates