Sales Management: Coach Your Team, Build the Pipeline [EN]

This course contains the use of artificial intelligence.

You were promoted for closing deals. The job you were promoted into is making other people close them, and almost nothing transfers.

The promotion nobody prepares you for

The instinct that made you good is now the problem. A deal wobbles, you step in and save it, and the credit is yours rather than theirs — so nothing was learned and the same call will come next month. Your one-to-ones have quietly become status updates, because talking about numbers is easier than asking someone why they are avoiding the discovery call. The forecast is optimism arranged in a spreadsheet, since nobody agreed what qualified actually means. And the bonus scheme you inherited is rewarding a behaviour you would not choose, which everyone has noticed except the person who designed it.

What this course covers

Forty lessons in four parts. The sales machine first: what separates an outstanding seller from an adequate one, building a scorecard and interview questions rather than trusting the room, where to find people and how to approach them, onboarding, the training programme, BANT qualification taught into the team, why clients distrust sellers and what fixes it, coaching from performance data, bonus plans built on new business against retention, levels and contests, growing your own successors, lead generation and the flywheel, lead scoring, the buyer journey matrix, the written agreement between sales and marketing, technology, and experiments that actually paid off. Then the rhythm: why this meeting is not optional, the distinct types including the burnout conversation and the conflict conversation, building enough relationship that someone tells you the truth, the coaching mode and when it is wrong, feedback that does not demotivate, and rolling the practice out with a return calculation. Then coaching as a craft: GROW, nine principles, the balance wheel and scales, listening well enough that the real objection appears, speaking the other person's language, what makes a question powerful, and building it into how you manage. Finally the numbers: four types of indicator, the 10-80-10 rule, critical success factors, design traps, eliminating metrics that cost more than they return, dashboard hierarchy, a three-step implementation, and six myths — starting with the belief that tying indicators to pay raises performance.

A note on one block

The coaching craft block was recorded with a people-function framing and its final lesson refers to employee engagement. The material itself is the craft of a conversation — GROW, the balance wheel, powerful questions, active listening, clean language — and none of it is specific to any department. It is here because coaching is the single skill that most distinguishes a sales manager who develops people from one who simply reviews them.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

• Lifetime access to all 40 lessons

• Active instructor support in the Q&A section

• A Udemy Certificate of Completion

• Working material: the seller scorecard and interview set, the onboarding programme, BANT, bonus plan structures, the one-to-one formats, GROW, the balance wheel, critical success factors, the 10-80-10 rule, dashboard hierarchy

• Direct treatment of the two things new sales managers get wrong: rescuing deals, and measuring the wrong thing

Where to start

Look at your last forecast and mark every deal where "qualified" means the seller feels good about it. That proportion is the first thing this course fixes. Enrol now and start today.