You know coaching matters. Every sales leader has heard it – coach more, manage less.

But what does that really look like? How do you coach a rep who’s already better at selling than you? Or one who’s motivated but missing the mark?

Effective coaching is about asking the right questions, using the right sales coaching techniques, and choosing the right framework for the moment. It’s not about knowing all the answers.

Let’s look at two proven coaching models – the GROWTH Model and the Direction Model – and how to apply them with real-world examples that actually work.

Why Coaching Beats Managing

Most managers spend their days putting out fires. Coaching, on the other hand, builds fireproof reps.

The data is clear: companies with formal coaching processes achieve 91.2% quota attainment compared to 84.7% for companies with informal coaching approaches. Sales reps who receive more than 2 hours of coaching per week have a 56% win rate, while those with less than 30 minutes weekly have only a 43% win rate.

Yet despite these results, 73% of sales managers spend less than 5% of their time coaching.

When you coach, you’re not just fixing today’s deal – you’re improving tomorrow’s performance. Coaching creates reps who think for themselves, own their development, and consistently raise their own bar.

• Learn how to transition from directive manager to coaching multiplier.

The GROWTH Model: Your Go-To Framework for Development

The GROWTH Coaching Model works best when your reps are capable, willing, and ready to grow. It’s a structured conversation that helps them find their own path forward.

Here’s how it works:

Step	What it Means	Coaching Examples
G – Goal	Clarify what they want to achieve	What does success look like to you? / What outcome do you want from this account?
R – Reality	Understand what’s happening right now	What have you tried so far? / What’s standing in your way?
O – Options	Explore different ways forward	What else could you do? / Who could help you move this forward?
W – Way Forward	Commit to one specific action	What will you do next? / When will you do it?
T – Track	Set up accountability and check-ins	How will you measure progress? / When should we regroup?
H – Hold Accountable	Follow up and reinforce the behavior	What did you learn? / What’s the next challenge to tackle?

When to Use GROWTH

• Your rep is experienced and self-motivated
• You’re focused on development, not correction
• You want them to own the solution

Why It Works

Reps do most of the talking. You guide, not dictate. That ownership makes behavior change stick.

The Direction Model: When Coaching Needs More Structure

Sometimes, a rep isn’t ready for open-ended questions. Maybe they’re new. Maybe they’re unwilling. Maybe they’re stuck.

That’s when you switch to the Direction Model.

This approach is more directive, but still grounded in development. You define expectations clearly, walk them through the “how,” and ensure understanding before moving forward.

Here’s the structure:

Define the Desired Outcome – “Here’s what good looks like.”

Give the Steps – Outline the behaviors that lead to that outcome.

Clarify Understanding – Ask them to repeat or demonstrate what you’ve explained.

Offer Feedback – Reinforce what they did well and redirect what missed the mark.

When to Use the Direction Model

• A rep is new, inexperienced, or lacks confidence
• There’s a performance gap that needs immediate correction
• The GROWTH model isn’t producing change

Why It Works

You’re teaching through structure. It’s short-term guidance that builds the foundation for long-term coaching. Once they gain confidence and competence, you can move them into GROWTH-style coaching conversations.

Which Model Should You Use? Start Here

Before jumping into a coaching conversation, diagnose what your rep actually needs:

Use GROWTH when:

• Rep has the skills but needs strategic thinking
• You want to build long-term problem-solving ability
• Rep is self-motivated and coachable

Use Direction when:

• Rep is new to the role or skill
• There’s a performance gap needing immediate correction
• GROWTH questions aren’t producing change

The key is matching your approach to their readiness level. In Excellence in Sales Leadership®, we teach you how to read these signals in seconds and switch between models seamlessly based on what each rep needs in the moment.

Coaching a Rep Who Outperforms You

This one intimidates a lot of leaders. How do you coach someone who’s been crushing it for years – and maybe even taught you a few tricks?

You shift from skill coaching to thinking coaching.

Instead of teaching tactics, you focus on mindset, reflection, and continuous improvement.

Try these questions:

• “What’s working best for you right now – and why?”
• “If you had to replicate your success across the team, what would you teach first?”
• “What challenges do you want to take on next?”
• “What’s one part of your process that could be more efficient?”

Coaching high performers is about refining. Your goal is to stretch them, not steer them.

Many top sellers struggle when they transition to leadership. Learn how to help them make that leap.

Make Coaching a Habit, Not a Meeting

The best coaching happens in real time – after a call, during a pipeline review, or while riding along on a customer visit.

Think of it as a rhythm:

• Observe: Watch or listen to the behavior
• Ask: What went well? What would you do differently?
• Guide: Use GROWTH or Direction to shape next steps
• Follow up: Check progress and reinforce

Consistency beats intensity. Five short coaching conversations a week will outperform one long meeting every month.

Discover how to structure one-on-ones that drive real development.

Keep It Conversational

Coaching shouldn’t feel like a performance review. It should feel like a partnership. Keep your tone curious, not critical. Replace statements with questions that spark reflection:

• Instead of “You need to ask better discovery questions,” try “What did you learn from that customer’s response?”
• Instead of “You should have handled that objection differently,” try “What part of that exchange felt off to you?”
• You’re helping them see the improvement for themselves because what they discover, they remember.

Common Coaching Mistakes to Avoid

Even experienced leaders fall into these traps:

Jumping to solutions instead of asking questions – You rob reps of the learning opportunity when you solve problems for them.

Saving all feedback for quarterly reviews – Feedback loses impact when it’s weeks or months old. Coach in the moment.

Focusing only on what’s wrong – Balance matters. Reinforce what’s working while redirecting what isn’t.

Making it about you – “Here’s how I would do it…” shifts focus away from their development.

Measure Coaching Impact

If you can’t measure it, you can’t manage it.

Track the leading indicators that show your coaching is working:

• More consistent use of sales frameworks (LAER®, GROWTH, SMART-WV)
• Improved opportunity conversion rates
• Shorter sales cycles
• Increased engagement during 1:1s

When results improve, tie them back to behavior.. This reinforces the value of coaching and keeps your team invested in their growth.

Bottom Line

Sales coaching is a performance multiplier.

When you know when to use GROWTH and when to use Direction, you meet each rep where they are, not where you wish they were. And when you coach through questions, rather than commands, you build sales reps who can confidently think for themselves.

That’s how high-performing sales teams stay high-performing.

Want to Master These Coaching Techniques?

These frameworks are just the starting point. In Excellence in Sales Leadership®, you’ll:

• Practice GROWTH and Direction
• Learn how to diagnose skill vs. will issues instantly
• Get personalized feedback on your coaching conversations
• Master advanced techniques for coaching resistant reps
• Build a 90-day coaching implementation plan for your team

The difference? This article teaches you what the models are. ESL® teaches you how to use them with confidence in any situation.

Related Resources

• How to Transition from Sales Rep to Sales Leader
• You’re Always Creating an Environment, Whether You Mean to or Not
• Why Emotional Intelligence Matters for Sales Leaders
• Management vs. Leadership: Understanding the Key Differences

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Sources:

1. Center for Sales Strategy – “7 Sales Coaching Statistics All Sales Leaders Need to See” – Companies with formal coaching process see 91.2% quota attainment vs 84.7% informal; reps with 2+ hours weekly coaching have 56% win rate vs 43% with <30 min
2. Sales Management Association / Qwilr – “Sales Coaching Statistics: 16 Critical Stats and Trends in 2025” – 73% of sales managers spend less than 5% of their time coaching