A sales manager finishes listening to a call and gives the rep several suggestions: ask better questions, explain the product more clearly, involve another stakeholder, and improve the close.
Each suggestion may be reasonable, but the rep still needs to know what to practise on the next call. A useful coaching session turns an observed moment into one specific behaviour the rep can try and review.
For B2B SaaS founders and sales leaders, the following approach offers a manageable way to coach calls without building a complicated scoring system.
Choose the skill before choosing the call
Start with a behaviour you want to examine, such as exploring the impact of a problem, clarifying an ambiguous answer, or agreeing on a next step. Keep it narrow enough to observe in a short section of a conversation.
Then select a call where the rep had a reasonable opportunity to use that skill. A first introduction and a technical evaluation may require very different conversations. Judge the behaviour in the context of the meeting’s purpose.
Use recordings only where recording and internal review are permitted. If a recording is unavailable, work from suitable notes or practise with a role-play, while acknowledging that notes may omit important context.
Ask the rep to assess the moment first
Before giving feedback, ask the rep what they were trying to learn or achieve. Have them identify a moment that went well and one they would handle differently.
This helps distinguish a deliberate choice from a missed opportunity. The rep may have known something from an earlier conversation that the reviewer cannot hear in the selected clip.
Keep the discussion concrete. Instead of asking whether the call was good, ask what the buyer’s answer established and what remained unclear. Compare that assessment with the purpose agreed for the meeting.
Describe the behaviour you actually observed
Point to a specific exchange. For example, in a hypothetical discovery call, the buyer says that preparing account lists takes too long. The rep immediately introduces an automation feature.
The observation is that the rep moved from the problem statement to a product explanation without clarifying the workflow. Avoid turning that into a judgment about the rep’s personality or motivation.
You could ask: “What did we learn about where the time goes?” If the answer is unclear, discuss a follow-up question that could have helped, such as asking the buyer to describe the last time they prepared a list.
That gives the rep a practical alternative tied to the conversation. It also leaves room for the buyer to explain that the problem is different from what the seller assumed.
Distinguish a skill gap from a different problem
A disappointing outcome does not automatically mean the rep handled the conversation poorly. Check whether the account was relevant, whether the meeting had a clear purpose, and whether the rep had accurate information.
If several reps encounter prospects who do not recognise the problem being discussed, review targeting and messaging alongside call technique. Our guide to improving outbound targeting explores that earlier part of the process.
Similarly, an unanswered technical question may require better access to product expertise. Coaching the rep to sound more confident would not resolve the missing information.
Record the issue at the appropriate level: something the rep can practise, something the manager must clarify, or something another team needs to address.
Rehearse one alternative
Choose one exchange to replay. Let the manager act as the buyer while the rep tries a different question or response.
In the account-list example, the rep might ask how the current process works, listen to the answer, and follow the detail that seems most relevant. Avoid rehearsing a fixed chain of questions that ignores what the buyer says.
Change the answer on the second attempt. The buyer might say the work is slow because data is incomplete, or because several managers need to approve the list. The rep should practise responding to those different explanations.
The aim is to build judgment around a useful behaviour. A memorised sentence can be a starting point, but it should not become a requirement to interrupt a natural conversation.
Leave with an observable practice goal
Write down what the rep will try, where they will try it, and how you will review it together. Keep the goal within their control.
For example: “On the next suitable discovery call, ask for a recent example when the buyer describes a broad workflow problem. Note what the example clarified and any question still open.”
Use a short coaching record:
- Focus: the skill selected for this session.
- Evidence: the exchange reviewed and its context.
- Practice: the alternative rehearsed.
- Application: the next appropriate situation to try it.
- Review: when you will examine what happened.
Do not make winning the deal the immediate test of whether the rep learned the skill. Examine whether they applied the behaviour appropriately and whether it helped clarify the conversation.
Review progress before adding another priority
At the next session, revisit the practice goal. Ask the rep what happened, review available evidence, and decide whether to continue, adapt the exercise, or choose a new focus.
Keep notes on recurring team needs, but avoid converting every coaching session into a long corrective checklist. If the same issue appears across the team, consider whether the sales process, training material, or manager guidance needs improvement.
A repeatable coaching habit can begin with one skill, one relevant call segment, and one practice goal. Make the feedback specific enough that the rep knows what to do differently in the next suitable conversation.
Need help developing practical sales coaching and enablement? Explore GTM Scaler’s consulting and implementation services.