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<\/a><\/p>\nTable of Contents<\/strong><\/p>\n <\/a> <\/p>\n Pipeline coaching is when a sales manager mentors a rep during a pipeline review<\/a>, focusing on deal strategy rather than just forecasting. Instead of only tracking numbers, the conversation should center around:<\/p>\n Numbers alone don\u2019t help reps improve. They need guidance on how to move deals forward. Effective pipeline coaching ensures that every conversation adds value, helping reps navigate objections, refine their approach, and close more deals.<\/p>\n Pipeline coaching is one of the most powerful tools a sales manager has. Why? Because it directly impacts:<\/p>\n Without effective coaching, reps waste time on bad opportunities, miss key buying signals, and struggle to close.<\/p>\n But here\u2019s the problem: Most pipeline meetings aren\u2019t coaching sessions. They\u2019re status updates. Reps list off deals, managers listen, and nothing changes.<\/p>\n Leslie Venetz<\/a>, Founder of The Sales-Led GTM Agency<\/a>, sees this all the time. She puts it bluntly, \u201cInstead, use pipeline meetings as a way to dig into where deals are not converting. Uncover trends and use it as an opportunity to provide reps specific coaching on nuanced elements of the sales cycle.\u201d<\/p>\n So, what does good<\/em> pipeline coaching look like? I\u2019ll get into it in the next section.<\/p>\n <\/a> <\/p>\n The last thing salespeople need is another meeting that doesn\u2019t add value. A poorly run pipeline review can feel like just another calendar block filled with status updates that no one actually benefits from. That\u2019s why I focus on making every pipeline review a high-impact working session \u2014 something that actually helps reps close deals.<\/p>\n For reps, this means getting real support in the areas they need most \u2014 whether that\u2019s overcoming objections, multi-threading effectively, or re-engaging stalled prospects.<\/p>\n For managers, it\u2019s an opportunity to coach with intention, identify deal patterns, and help the team make real progress.<\/p>\n Here\u2019s how to make sure every pipeline review delivers value.<\/p>\n A great pipeline review starts before the meeting even begins.<\/p>\n I fully agree with Venetz\u2019s advice here: Reps should come in prepared with 2-3 areas where they need support. This flips the conversation from a passive update to an active coaching session.<\/p>\n For example, instead of a rep saying, \u201cI have a deal at 50% likelihood of closing,\u201d she should be saying, \u201cI\u2019m struggling to get buy-in from the CFO. I\u2019ve built a strong case with the VP of Sales, but I need help navigating the financial objections.\u201d<\/p>\n Now, instead of just reviewing raw numbers and CRM updates, you\u2019re strategizing together on how to win the deal.<\/p>\n If your pipeline meeting is just a rundown of open deals, you\u2019re doing it wrong.<\/p>\n Look for patterns. Are deals stalling at the same stage? Are certain accounts ghosting reps after a proposal? Is there a common objection that keeps surfacing?<\/p>\n Instead of asking, \u201cHow many deals are in your pipeline?\u201d I recommend asking:<\/p>\n By shifting the focus from what\u2019s in the pipeline to why it\u2019s not converting, you uncover real coaching opportunities that actually improve performance.<\/p>\n A pipeline review shouldn\u2019t feel like an interrogation. If reps are just responding to your questions, they\u2019re not thinking critically about their deals.<\/p>\n Flip the script \u2014 let them lead. Instead of managers running the meeting, I like to give reps some ownership in the discussion, asking questions about:<\/p>\n I\u2019ve learned that these tactics help shift meetings from status updates to real problem-solving. And more importantly, reps walk away with clear next steps instead of just passive feedback.<\/p>\n A deal with no momentum is a deal that\u2019s going nowhere. If a rep says they\u2019re \u201cwaiting to hear back,\u201d that\u2019s a red flag.<\/p>\n Challenge them to be more proactive:<\/p>\n If a deal is sitting stagnant, push for clarity:<\/p>\n Now you\u2019ve got the basics on how to run a pipeline review meeting \u2014 next I\u2019ll share some expert tips to help you improve your strategy.<\/p>\n <\/a> <\/p>\n Once you\u2019ve structured your pipeline meetings to be more than just a forecast review, the next step is optimizing your coaching approach. I\u2019ll share three key strategies to make your pipeline coaching more effective and results-driven.<\/p>\n Even though it\u2019s tempting to only address the deals about to close, I think it\u2019s important to spend time on deals early in the selling process as well. Why? It\u2019s an opportunity to get bad deals out of the pipeline early so reps don\u2019t waste their time and to offer reps some valuable insight.<\/p>\n Obviously, closing is the final (or second-to-last, if you count retention) step of a sales process<\/a>, and a sales pipeline represents the sum of a rep\u2019s opportunities \u2014 along with where they stand in each stage of that progression.<\/p>\n If a rep is going to learn, grow, and ultimately become as well-rounded a salesperson as possible, they need to have perspective on their opportunities at every stage \u2014 even if they don\u2019t all end in closed-won deals.<\/p>\n That doesn\u2019t mean you have to dig into a thorough investigation of every last qualified lead in a rep\u2019s pipeline during these kinds of meetings \u2014 but you shouldn\u2019t focus exclusively on late-stage deals either.<\/p>\n I think it\u2019s a tough balance to strike \u2014 as you don\u2019t want to exhaust too much of your and your rep\u2019s time \u2014 but a rep\u2019s pipeline isn\u2019t limited to the home stretch. Make sure you cover those additional, earlier bases as well.<\/p>\n What I like: <\/strong>Sales managers can have a greater impact on a deal in its early days, increasing the likelihood of earning the business.<\/p>\n The natural inclination of sales managers is to get through the entire pipeline during each meeting, but in my opinion, this isn\u2019t the best use of time. I recommend focusing intensely on a handful of deals, and doing a deep dive into each \u2014 the competition, the buyers in the organization, the rep\u2019s approach, and so on.<\/p>\n As I touched on in the previous section, you don\u2019t want to spend too<\/em> much time on pipeline coaching \u2014 especially if you have a larger team of reps to account for. You\u2019ll stretch yourself too thin, and in many cases, too much pipeline coaching can have diminishing returns.<\/p>\n When it comes down to it, discerning which deals in a rep\u2019s pipeline deserve extra attention is a judgment call. If possible, I would try to strike a balance between highlighting some wins and constructively touching on some deals that show room for improvement.<\/p>\n Example:<\/strong> Rather than skimming over 20 deals in one meeting, spend 15-20 minutes breaking down two or three critical opportunities.<\/strong> If a rep is struggling with an enterprise deal, walk through a step-by-step strategy to navigate the complex buying process.<\/p>\n There\u2019s something to be learned from both opportunities that go well and ones that don\u2019t pan out \u2014 so try to offer a mix if possible. That said, don\u2019t indiscriminately cover every last opportunity in depth each time you have one of these meetings. You\u2019ll likely wind up being redundant and wasting time if you go that road.<\/p>\n What I like: <\/strong>A manager can change the trajectory of a deal if it\u2019s at risk of going awry or address emerging problems.<\/p>\n Managers who have been promoted from reps earned their management role by selling well, not inspecting data well. And yet, data-scrubbing is often the focus of pipeline management meetings. While accurate data is important, more time should be allotted to coaching reps through deals than cleaning up the numbers.<\/p>\n If you can, use data to inform the coaching session as opposed to dominating it<\/strong> \u2014 let the numbers guide where the conversation goes, but don\u2019t just sit there rattling off figures and then sending reps on their way when you\u2019re done.<\/p>\n Pro tip: <\/strong>\u201cCoaching requires a leader who comes prepared to offer insights, ask questions, make space for role-playing or brainstorming, and lead the rep to better outcomes because they understand WHY they need to change their habits to get better outcomes,\u201d says Venetz.<\/p>\n Corny as this might sound, sales is \u2014 at its core \u2014 a fundamentally human practice. Any data your sales org gathers is ultimately people-driven. If a rep\u2019s numbers aren\u2019t where they should be, use that as a starting point in a pipeline coaching session.<\/p>\n From there, you can dig into the elements of their efforts that might be skewing those figures away from their goals. There\u2019s a difference between simply relaying information to a rep and helping them make sense of it. Be constructive \u2014 and teach more than you dictate.<\/p>\n What I like: <\/strong>By spending less time inspecting data, your sales managers can mentor reps on their process and give advice about live deals.<\/p>\n\n
What is pipeline coaching?<\/strong><\/h2>\n
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Importance of Pipeline Coaching<\/h3>\n
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H<\/strong>ow to Conduct a Pipeline Review That Actually Moves Deals Forward<\/strong><\/h2>\n
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<\/p>\n1. Start with preparation.<\/h3>\n
2. Focus on conversions instead of updates.<\/h3>\n
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3. Give your reps ownership.<\/h3>\n
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4. Focus on next steps \u2014 not just strategy.<\/h3>\n
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Pipeline Coaching Strategy Tips<\/strong><\/h2>\n
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<\/p>\n1. <\/strong>Talk about early-stage and late-stage deals.<\/strong><\/h3>\n
2. Spend more time on fewer deals.<\/strong><\/h3>\n
3. Coach more, inspect data less.<\/strong><\/h3>\n
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