Give Managers Language for a Difficult Coaching Conversation

Managers often avoid feedback because they expect a seller to hear a verdict about their talent. A consultant can give managers a more useful path: describe a specific moment, ask for the seller’s view, and request a repeatable adjustment. This keeps the conversation close to work the seller can change.

Dev tells a manager, “I noticed you said the rep needs more executive presence. What did they do that led you there?” The manager says, “She answered every question with a feature.” Dev suggests, “Try this: ‘When the buyer asked about timing, I heard three product details before you asked about their deadline. What were you trying to accomplish?’” The manager practices the question. The seller role says she felt rushed, which opens a discussion about pausing before answering.

Feedback language should name what was heard or seen. Broad labels invite argument because they leave the seller guessing. A manager can ask about intent, explain the effect on the conversation, and agree on one behavior for a retry. The manager also needs a date or event when they will listen again, otherwise the coaching disappears under daily activity.

Have managers bring one sentence of feedback they plan to give this week. In pairs, turn it into an observation and a question. The listener should say whether they can picture the moment. Then roleplay the seller pushing back with a reasonable explanation. Managers practice acknowledging that explanation while keeping the next attempt clear. Capture the final wording in their one to one notes.