Ep. 232: Moving From Sales Manager to Sales Catalyst PT. 4 Coach

Why Coaching Matters More Than Ever

While workshops, training sessions, and motivational speeches all have their place, real and lasting transformation happens one-to-one. That’s why frontline leaders are the greatest drivers of change within an organization. As Tom put it:

Nothing drives change more than the frontline leader.

But coaching isn’t easy. It’s time-intensive, it challenges long-held habits, and it requires leaders to slow down and truly invest in their people. Yet, the impact is undeniable. By coaching effectively, leaders can turn the small gear that powers the larger engine of organizational change.

The Three Dials of Leadership

Tom and Tab revisited the three dials that drive results:

1. Engagement – The desire to achieve and improve.

2. Productivity – The measurable output and activities.

3. Capabilities – The skills and disciplines required for long-term success.

While leading drives engagement and managing drives productivity, it is coaching that builds capabilities. This is where untapped potential lies. As Tab shared:

If you want to go to the next level, it sits in that ring. It’s the coaching portion of that.

Dispelling Coaching Misconceptions

One of the biggest misconceptions about coaching is that it’s just about having conversations. Many leaders believe that strategizing or reviewing numbers counts as coaching, but it doesn’t. True coaching is about helping people develop new capabilities. That requires:

• Observation – Leaders must watch their reps in real situations to uncover blind spots.

• Practice – Like athletes or musicians, sales reps only improve with intentional repetition.

Just like coaches help athletes get better by observing and pointing out what is easier to see from the sidelines. The same is true in sales: reps often don’t recognize their own gaps until someone else points them out.

A Framework for Coaching: Diagnose, Align, Develop

Effective coaching follows a structured process:

1. Diagnose – Identify the gap by observing performance. Break it down into measurable capabilities (what reps need to accomplish) and the disciplines that drive those capabilities (how they get there).

2. Align – Position coaching as the rep’s session, not the manager’s. Reps must own their development and see the connection to their personal goals.

3. Develop – Assign learning activities, create opportunities for practice, and reinforce with role plays or AI-driven simulations.

This framework prevents coaching from becoming overwhelming and ensures it’s always tied to meaningful results.

The Mindset Shift: Coaching is the Rep’s Session

A critical insight from the discussion was that coaching only works when the rep wants to improve. Leaders can’t force development on someone who isn’t willing. As Tom said:

There’s only one thing required for a coaching session, and that’s desire.

If the desire isn’t there, it’s a management issue, not a coaching opportunity.

This shift reframes coaching from being punitive to a collaborative approach. When done right, reps should actually look forward to coaching sessions because they see them as an investment in their success.

Building from Strengths

Effective coaching starts with the positive. Too often, leaders zero in on weaknesses. But great coaches highlight what reps are already doing well, then build on that foundation. Negative feedback still has its place, but it belongs in managed sessions, not coaching conversations. Coaching should always feel constructive and forward-looking.

AI’s Role in Sales Coaching

One of the most exciting developments discussed was the rise of AI coaches. AI enables reps to:

• Simulate real-world selling situations.

• Receive immediate, objective feedback.

• Practice repeatedly until confident.

This innovation makes coaching more scalable, efficient, and consistent. While AI doesn’t replace field observation, it amplifies development by allowing reps to refine skills before stepping into real customer conversations. As Tab put it, this is the biggest game changer I’ve seen in 30 years.

Coaching in Collaboration

Not every leader will be naturally wired to excel at all three roles: leading, managing, and coaching. That’s why teamwork matters. Leaders should leverage the strengths of their peers to ensure all three dials are turned effectively.  It's important to ask the question, how can we all work together to help each other get better, rather than thinking it all depends on one leader?

Final Thoughts

Coaching is the hardest role of leadership, but it’s also the most rewarding. By diagnosing gaps, aligning with reps’ goals, and developing capabilities through practice, leaders can unlock transformation at every level of their organization.

And with AI and modern enablement tools, the barriers of time and scale are lower than ever. The challenge now isn’t whether to coach, but whether leaders are willing to embrace the opportunity to become true catalysts for change.

👉 Want to learn how ASLAN can help your frontline managers move beyond activity and truly become sales catalysts? Explore our leadership training solutions here.