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It provides practical templates for ongoing improvement.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/template/","Template",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/template/presentations/","Presentations",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/template/bill-zipp-sales-coaching-success-5-secrets/353680/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/bill-zipp-sales-coaching-success-5-secrets/353680.png","ImageObject",442,249,{"name":42,"@type":43},"Riley West","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-10-30","2026-09-22",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",15,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"Why do most sales leaders get goals wrong?","Question",{"text":63,"@type":64},"Most define goals as an annual revenue number and track monthly progress against it, assuming that this is enough. The book argues that repeating the quota number does not provide the specific repeated activities needed to achieve results.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"What two kinds of goals does a successful sales coach set?",{"text":68,"@type":64},"A successful coach sets performance goals (what salespeople need to achieve) and process goals (how they achieve it through repeatable sales activities such as outbound calls and proposals).",{"name":70,"@type":61,"acceptedAnswer":71},"What is the core purpose of weekly one-on-one meetings?",{"text":72,"@type":64},"Weekly one-on-ones create a cadence of accountability that drives performance. The meetings should focus first on progress against process goals, then on plans for the next few weeks to maintain or expand results.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},353680,1791734255,{"code":4,"msg":82,"data":83},"success",[84,88,93,98,102,107,112,117,122],{"id":85,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":86,"slug":87},11,90,"presentations",{"id":89,"doc_module":22,"doc_module_name":25,"category_name":90,"show_sort_weight":91,"slug":92},12,"Resumes",80,"resumes",{"id":94,"doc_module":22,"doc_module_name":25,"category_name":95,"show_sort_weight":96,"slug":97},14,"Invoices",70,"invoices",{"id":55,"doc_module":22,"doc_module_name":25,"category_name":99,"show_sort_weight":100,"slug":101},"Posters",60,"posters",{"id":103,"doc_module":22,"doc_module_name":25,"category_name":104,"show_sort_weight":105,"slug":106},16,"Social Media",50,"social-media",{"id":108,"doc_module":22,"doc_module_name":25,"category_name":109,"show_sort_weight":110,"slug":111},17,"Forms",40,"forms",{"id":113,"doc_module":22,"doc_module_name":25,"category_name":114,"show_sort_weight":115,"slug":116},18,"Letters",30,"letters",{"id":118,"doc_module":22,"doc_module_name":25,"category_name":119,"show_sort_weight":120,"slug":121},21,"Paper Templates",5,"papers-templates",{"id":123,"doc_module":22,"doc_module_name":25,"category_name":124,"show_sort_weight":4,"slug":125},158,"General","general-158",{"code":4,"msg":82,"data":127},{"doc_id":79,"user_id":128,"nickname":42,"user_avatar":129,"doc_module":22,"category_id":85,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":103,"language":135,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":136,"faqs":137,"seo_title":138,"seo_description":12,"update_tm":139,"read_time":140},1099523885074,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","Sales Coaching Success:  \n5 Secrets  \nBy Bill Zipp  \nA few years ago, due to an incredible lack of personal judgment, I registered to run a half-marathon.  \nI’d been running races for a while, 5Ks and 10Ks, but had never competed at this distance. It seemed like a fun thing to do at the time (It was more challenging than I ever thought), so I signed up for the race, paid the fee, and got to work.  \nThe first thing I did was set the target time I would run my half marathon in. Through a purely scientific process—insert personal pride here—I landed on two hours and fifteen minutes. I put the number 2:15 on a bunch of three-by-five cards and taped them all over the place, the bathroom mirror, my computer monitor, the dashboard of my car. You get the idea.  \nBut I also did something else. I hired a running coach. My coach met with me, took down all the information about my health and running history, and asked me what my target time was.  \nShe then did what I hired her to do. Based on her expertise as a successful, seasoned runner, she created a weekly workout plan that would prepare me to hit my target time.  \n2  \nThe plan involved long runs and short runs, tempo runs and intervals, all at specific speeds and distances. It even involved doing crunches, and I hate crunches. We met every Monday for twenty straight weeks to review progress on the plan, making slight adjustments along the way.  \nRace day came, a wonderfully cool and cloudy morning in Oregon. Perfect running weather! I ran the race in 2:15:37, fading only slightly atthe end. This experience taught me so much about successful sales coaching that it sets the table for both the first a second secret of this eBook.  \n3  \n1  \nSECRET ONE: Get Goals Right (because they’re not)  \nMost sales leaders get goals wrong. Because the sales environment is defined by determining a number for revenue generation by the end of the year and measuring progress against that number every month, sales leaders assume they’ve got goals right.  \nAnd they do, to a degree. But a very minimal degree.  \nWhile having revenue targets are a start when it comes to getting goals right, they’re just a start and will not result in successful sales coaching. Imagine if the running coach, instead of putting together a weekly workout plan, chanted to me every time I met with her,“2:15 … 2:15 … 2:15 … 2:15.”  \nRidiculous, right? Simply repeating my target time would provide nothing practical to help me hit it.  \nBut that’s exactly what we do when we give our salespeople their quota for the year and keep repeating that number in the conversations we have with them. This fails because our so-called “sales coaching” doesn’t provide specific, repeated activities to reach their revenue objectives.  \nA successful sales coach sets two kinds of goals with their salespeople: performance goals and process goals. A performance goal defines what a salesperson needs to achieve, much like target time, and a process goal defines how they go about achieving it. Process goals are the workouts arep does every week: outbound calls, first appointments, executive overviews, partner contacts, and presented proposals.  \nHere are the two side-by-side:  \n4  \nSales Performance Goals  \nTotal sales by month, quarter, and year  \nAccomplished and re-set each year  \nWhat your salespeople need to achieve  \nTarget half marathon time  \nSales Process Goals  \nSales activities by day, week, and month  \nRepeated over and over again  \nHow your salespeople can achieve it  \nWeekly running workouts  \nIf you’re going to be a successful sales coach, you need to know the what of the sales reps you’re coaching. That is, their ultimate revenue target for the year. This, as with my running coach, sets the context for all your conversations. But then you must work backwards from that number and define exactly how to get there through a set of specific sales activities repeated every week.  \nThis is the best use of your expertise as a seasoned sales leader, a","cbCaish7h8tzvppA","https://ap.wps.com/l/cbCaish7h8tzvppA","pdf",14313816,"English","# Sales Coaching Success\n## Secret One: Get Goals Right (because they’re not)\n## Secret Two: Create a Cadence of Accountability","[{\"question\":\"Why do most sales leaders get goals wrong?\",\"answer\":\"Most define goals as an annual revenue number and track monthly progress against it, assuming that this is enough. The book argues that repeating the quota number does not provide the specific repeated activities needed to achieve results.\"},{\"question\":\"What two kinds of goals does a successful sales coach set?\",\"answer\":\"A successful coach sets performance goals (what salespeople need to achieve) and process goals (how they achieve it through repeatable sales activities such as outbound calls and proposals).\"},{\"question\":\"What is the core purpose of weekly one-on-one meetings?\",\"answer\":\"Weekly one-on-ones create a cadence of accountability that drives performance. The meetings should focus first on progress against process goals, then on plans for the next few weeks to maintain or expand results.\"}]","Bill Zipp - Sales Coaching Success - 5 Secrets | PDF",1790106717,6]