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Sales Management: Coach Your Team, Build the Pipeline
2,999 students
Sales Management: Coach Your Team, Build the Pipeline
sales management | new sales manager | sales coaching | pipeline management | sales KPIs | one-on-ones | bonus plans
Last updated 10/2026
English
English [Auto],
What you'll learn
- Hire a seller using a scorecard instead of a gut feeling in the interview
- Qualify a pipeline with BANT and stop forecasting from optimism
- Coach on performance data rather than on impressions of effort
- Run a one-to-one that produces something, including the difficult types
- Use GROW and powerful questions instead of telling people the answer
- Design a bonus plan that does not reward the wrong behaviour
- Set the service agreement between sales and marketing in writing
- Tell a result indicator from a performance indicator, and act accordingly
- Recognise the six measurement myths that break most sales dashboards
- Learn alongside Mike's 1.6 million students from 185 countries
Explore related topics
Course content
16 sections • 42 lectures • 16h 27m total length
Requirements
- A sales team, or one arriving shortly
- Experience selling. This course is about the transition out of it
- Access to your own pipeline numbers, however messy
- English at intermediate level or above, since all lessons are in English
- Willingness to stop closing deals yourself for long enough to build a system
Description
This course contains the use of artificial intelligence.
You were promoted for closing deals. The job you were promoted into is making other people close them, and almost nothing transfers.
The promotion nobody prepares you for
The instinct that made you good is now the problem. A deal wobbles, you step in and save it, and the credit is yours rather than theirs — so nothing was learned and the same call will come next month. Your one-to-ones have quietly become status updates, because talking about numbers is easier than asking someone why they are avoiding the discovery call. The forecast is optimism arranged in a spreadsheet, since nobody agreed what qualified actually means. And the bonus scheme you inherited is rewarding a behaviour you would not choose, which everyone has noticed except the person who designed it.
What this course covers
Forty lessons in four parts. The sales machine first: what separates an outstanding seller from an adequate one, building a scorecard and interview questions rather than trusting the room, where to find people and how to approach them, onboarding, the training programme, BANT qualification taught into the team, why clients distrust sellers and what fixes it, coaching from performance data, bonus plans built on new business against retention, levels and contests, growing your own successors, lead generation and the flywheel, lead scoring, the buyer journey matrix, the written agreement between sales and marketing, technology, and experiments that actually paid off. Then the rhythm: why this meeting is not optional, the distinct types including the burnout conversation and the conflict conversation, building enough relationship that someone tells you the truth, the coaching mode and when it is wrong, feedback that does not demotivate, and rolling the practice out with a return calculation. Then coaching as a craft: GROW, nine principles, the balance wheel and scales, listening well enough that the real objection appears, speaking the other person's language, what makes a question powerful, and building it into how you manage. Finally the numbers: four types of indicator, the 10-80-10 rule, critical success factors, design traps, eliminating metrics that cost more than they return, dashboard hierarchy, a three-step implementation, and six myths — starting with the belief that tying indicators to pay raises performance.
A note on one block
The coaching craft block was recorded with a people-function framing and its final lesson refers to employee engagement. The material itself is the craft of a conversation — GROW, the balance wheel, powerful questions, active listening, clean language — and none of it is specific to any department. It is here because coaching is the single skill that most distinguishes a sales manager who develops people from one who simply reviews them.
Who is teaching this
I am Mike. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 40 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the seller scorecard and interview set, the onboarding programme, BANT, bonus plan structures, the one-to-one formats, GROW, the balance wheel, critical success factors, the 10-80-10 rule, dashboard hierarchy
Direct treatment of the two things new sales managers get wrong: rescuing deals, and measuring the wrong thing
Where to start
Look at your last forecast and mark every deal where "qualified" means the seller feels good about it. That proportion is the first thing this course fixes. Enrol now and start today.
Who this course is for:
- Top sellers just promoted to lead the team they were part of
- New sales managers with no handover and no framework
- Founders managing a first sales hire without ever having managed anyone
- Team leads whose forecast is consistently wrong and who cannot say why
- Managers who coach by demonstrating, and wonder why nobody improves
- Sales leaders inheriting a bonus scheme somebody else designed
- Anyone whose one-to-ones have become a status update