This is because of the fact that managers often understand the business better than the trainers and can provide a practical insight on the significant issues faced by the firm.(Cox, Bachkirova & Clutterbuck, 2009).
With the emphasis on the providence of coaching to the employees, managers therefore attempt to improve the efficiency as well as effectiveness of the employees. However, it is argued that despite such tendency to coach and improve the efficiency of the employees, not all managers’ coach their staff. The obvious reasons can be different and this research study will attempt to understand as to whether the coaching by managers really add value to the sales staff and their performance and what can be different methods and criteria against which this can be assessed. As such this research study therefore will attempt to provide clear and concise discussion of the issue by surveying the existing literature as well as conducting primary research.
The authors’ company is focused on helping clients to achieve their sales objectives by training their salespeople in new methodologies. They also provide coaching training for the sales managers and advocate coaching as a way of embedding the new learning. Their experience indicates that though Sales managers intuitively know that coaching can help to improve performance, they often find that managers simply do not do it.
Since the author is involved in this type of profession therefore the personal reasons for choosing this research include achieving the broader understanding of the issue in order to better design the training and development programs in order to assist the clients to better manage their sales force and improve its performance. What is also important from a personal point of view is the fact that this research will provide author a comprehensive ground to understand training and