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    In-house training · 2 days · 6 to 12 managers

    Your managers support their teams.
    But do they really coach them?

    One in two managers confuses debriefing with coaching. Knowing the difference can mean up to a 15% higher win rate on their team's deals.

    Book an assessment call
    What the research says about managerial coaching
    +0%
    win rate
    for teams whose manager has trained as a coach
    — ICF / HCI, 2024
    +0%
    quota attainment
    for regularly coached salespeople compared with directive management alone
    — Gartner, 2024
    -0%
    sales staff turnover
    coached salespeople stay longer and progress faster
    — ICF, 2023
    The method

    OPUS™

    Keeshifts proprietary method · Sales manager coaching training

    Observe. Ask. Unify. Systematise. Four approaches. Lasting behaviour change.

    A manager who coaches observes before reacting. They assess behaviour in real situations: how salespeople work with clients, ask questions and handle objections. They identify where improvement is needed, rather than making assumptions. OPUS™ always starts with a precise behavioural assessment, not a general impression.
    A question can do more than an answer. Solving problems for a salesperson makes them dependent. Asking questions helps them develop. OPUS™ teaches managers to ask the right questions at the right time so salespeople identify how to improve for themselves.
    Individual coaching develops people. Consistent coaching builds a culture. OPUS™ aligns individual practice around shared sales behaviours. Each manager learns to connect each salesperson's development with the team's goals.
    One exceptional coaching session each quarter is not enough. Regular, prepared and documented coaching changes behaviour. OPUS™ establishes coaching routines: development conversations, observation checklists, individual development plans and reviews at 30 and 90 days. Consistent practice becomes a habit, and that habit becomes a competitive advantage.
    The programme

    Two days. Your actual teams as the training ground.

    Each participant focuses on their own salespeople throughout the training.

    Day 1

    Observe. Question.

    Pillars O and P: coaching approach, behavioural observation and guided questioning
    • Morning: Assess your management approach. Directive manager or manager who coaches? Self-assessment and group discussion.
    • Morning: Observe real situations. Apply behavioural observation checklists to your own team.
    • Afternoon: Effective sales questioning. Apply guided questioning to your own conversations.
    • Afternoon: Manager-salesperson role plays. Collective debrief on everyone's blind spots.
    • Day 1 summary: Personal coaching profile and 3 immediate actions per participant.
    Day 2

    Structure. Make new behaviours stick.

    Pillars U and S: individual development plans, coaching routines and team culture
    • Morning: Build the individual progress plan. OPUS™ Plan tool applied to each salesperson on your team.
    • Morning: Run a development conversation. Structure, duration, key questions and pitfalls to avoid.
    • Afternoon: Establish coaching routines. Frequency, format and records. Consistent practice makes new behaviours stick.
    • Afternoon: Unify team practices. From individual coaching to a collective culture of excellence.
    • Day 2 deliverable: Personalised manager coaching playbook, ready to use the following Monday.
    Qualification

    Right for you. Or not.

    Yes, it's for you if

    • You manage a sales team of 3 to 15 people in a B2B SME or mid-market company.
    • You want to move from monitoring performance to developing people.
    • You have salespeople with potential whose progress has stalled.
    • You are ready to review your own management approach.
    • You want concrete tools, applicable from the Monday after the training.

    No, not for you if

    • You're looking for motivational scripts or generic management.
    • You don't directly manage a sales team.
    • You're not willing to be challenged on your current practices.
    • Your organisation doesn't use feedback as a development tool.
    Terms and access conditions

    Practical information

    Target audience
    Managers and Sales Directors leading 3 to 15 salespeople in a B2B SME or mid-market company
    Prerequisites
    Min. 1 year of managerial experience · Managing an active sales team
    Duration
    2 days / 14 hours · In-house · In-person
    Participants
    6 to 12 managers per session to keep role-play practice effective
    Training approach
    Practice based on your own teams · Observation checklists · Individual coaching plan · Personalised playbook
    Assessment
    Satisfaction survey immediately after training · Review of coaching practice at day 90 · Individual training certificate
    Time to start
    4 to 6 weeks after confirmation
    Accessibility
    We discuss disability-related needs before training so we can adapt the programme · Contact: freddy.couchy@keeshifts.com

    Reference: KSH-MCO-001 · Price: Quote on request after an assessment call

    THE TRAINING PATH

    Related sales training

    A shared framework to observe

    ASSERT™

    To coach a sales meeting, you need a shared framework.

    ASSERT™ gives the team a meeting structure that can be observed and assessed.

    View sales meeting training

    For complex deals

    STRATA™

    Coaching a deal with several decision-makers is a skill you can learn.

    A shared understanding of the decision-making system for manager and salesperson.

    View consultative selling training
    Next step

    Your programme. Your terms.

    Book 30 minutes to assess whether OPUS™ is the right answer for your team.

    Book an assessment call

    In-house training · 6 to 12 managers · Response within 24h