Enablement Consultant: Merger Coaching

Merged sales teams need a shared coaching rhythm before they need a polished company program. Managers may give conflicting feedback because one legacy team scores the questions asked while the other scores whether the seller uncovered a decision. An enablement consultant should expose those differences in real calls and help leaders choose a behavior both groups can observe.

Jen asks a regional leader, “What happens when a legacy rep receives two different scores from a review of calls?” He says the managers debate the rubric afterward and the seller receives no clear next attempt. Jen replies, “Let’s calibrate on three recordings before we assign targets. Each manager can explain the evidence for a score, then we can decide what the shared rubric must capture while the CRM migration continues.”

Calibration makes the decision concrete. On one call, a manager may award credit because the seller asked about budget. Another may withhold credit because the seller never learned who controls it. The group can agree that a useful discovery observation requires both a question and an answer that changes deal strategy. That definition preserves room for different methods while setting an explicit coaching expectation.

Run a session with managers from both teams and record the reason for every material score difference. In roleplay, let one manager insist that the former method worked. Ask for a call example and guide the group to a behavior it can see and coach. Publish the agreed prompt for the next manager meeting, then schedule a second calibration to check whether it is being applied consistently.