Unlock performance, reduce revenue leak, and build internal capability by turning your managers into high-impact coaches — not just deal trackers.
If there is one thing we believe in here at the Consalia Sales Business School, it’s the importance of coaching within sales as a means to getting the most out of your sales teams — not just in terms of short-term performance, but long-term capability building and cultural transformation.
It’s widely accepted that sales managers do not spend enough time coaching. Based on the evidence of over 100 sales managers participating in our Executive Masters in Leading Sales Transformation programme, we would say that less than 10% of their time is spent coaching.
This challenge echoes what we’ve seen across the wider industry. Research shows that while 74% of sales organisations cite coaching as a top priority, most managers spend less than 5% of their time actually coaching (Qwilr, 2024). Organisations that have embedded structured coaching at the manager level report more consistent performance, better adoption of sales enablement tools, and a significant reduction in revenue leakage caused by skill gaps and underperformance.
Coaching Isn’t Deal Inspection — It’s Performance Transformation
What we’ve learned repeatedly is that many managers don’t understand what coaching is — or what it isn’t.
There is a world of difference between deal review coaching and true developmental coaching. One is geared to progressing opportunities in the pipeline. The other is a mindset and method designed to develop the person behind the opportunity.
In many organisations, managers tend to default to deal-focused micro-management. While this might feel productive in the short term, it actually encourages supplier-centric behaviour, excessive oversight, and, at its worst, team manipulation.
If you’re looking to transform performance sustainably, it’s not about getting better at managing deals — it’s about building a structured coaching approach that shifts mindsets and develops core sales behaviours.
The Most Common Objection: “I Don’t Have Time”
This is the most common objection we hear from sales managers:
“I just don’t have the time to coach.”
And yet, we’ve also seen how not coaching is precisely what makes the job harder. Without coaching, managers end up firefighting, repeating the same instructions, and dealing with underperformance downstream. Managers who coach well spend less time managing problems later because their reps become more independent, confident, and self-sufficient.
So then, when is the right time to Coach?
Some managers believe there’s a “right time” to coach — and they often avoid it when pressure is high, like quarter-end or year-end. But the truth is, coaching can and should be built into the daily rhythm of leadership.
That doesn’t mean 60-minute sessions. It means spotting patterns (e.g., reps struggling with qualification) and using structured, short 10-minute coaching interventions that help reps reflect, improve and act — fast.
The real magic comes from consistent micro-coaching, not occasional deep dives.
It’s important to remember that a manager who coaches is one who empowers their team to grow. A manager who tells creates dependency. If you find yourself repeating instructions or being the bottleneck for decisions, it may be a sign that you’re managing too much — and coaching too little.
According to Gartner (2019), employees who report to highly effective manager-coaches are:
- 40% more engaged
- 38% more likely to go above and beyond
- And thus, significantly less likely to leave.
Effective coaching doesn’t just uplift performance — it reduces managerial overhead and increases team resilience.
Build Internal Capability — Reduce Costly External Coaching Dependency
Too often, companies turn to external coaches or consultants to solve performance problems. While external coaching can provide value, it’s not scalable — nor is it sustainable. It creates a dependency loop that costs more over time.
According to research from the CIPD (2024) and McKinsey (2021), organisations that build internal coaching capability:
- Reduce external coaching costs by 35%
- Report a 2.5x increase in leadership pipeline readiness
- Achieve higher internal promotion and retention rates
By contrast, our Coaching for Sales Transformation programme:
- Builds internal capability
- Equips managers to become exemplars of coaching behaviours
- Reduces external spend by replacing consultants with capable internal leaders
In essence, we don’t give you a coach — we turn your managers into one.
And, why not explore this opportunity in more detail?
In conversations with various organisations, we’ve learned that sales managers are often given professional development allowances of up to £9,000 per person. Yet much of this goes unused — not because of lack of budget, but lack of direction on how to use it meaningfully.
What better way to invest in leadership capability than by equipping managers with the tools, mindset and behavioural frameworks to coach their teams effectively?
Rather than spending on fragmented courses or short-term skills training, Coaching for Sales Transformation offers a lasting capability uplift that reduces reliance on external coaches, drives cultural change, and improves business outcomes — all while making full use of development budgets already available.
Final Thought: Coaching IS the Result Driver
Coaching doesn’t compete with results. It accelerates them.
It’s not an optional leadership style. It’s a strategic imperative.
If you want to transform your team’s performance, reduce revenue leaks, improve retention and engagement, and scale capability sustainably — then embedding coaching is the most powerful lever available.
Interested in finding out more about the programme? Download a brochure here.