Você se depara com um cliente cético de coaching de vendas. Como você vai provar sua experiência e ganhar a confiança deles?

Credentials are important but they are not an 'end-point'. What matters more is what you do with your credentials. I completed an MBA and can confidently say, that it didn't really make a difference to me or my clients. But having qualified as a coach, I practiced for a number of years, wrote a best-selling book on sales coaching then created some LinkedIn learning courses. This did make a difference. The lesson is that you have to be clear about the usefulness of your credentials. You have to ensure that they help you and that they help you to help others. That to me is the litmus test.

The credentials are helpful to demonstrate credibility and experience in the field, but a skeptical client is not necessarily going to care about what makes a coach "credible", but rather about what the value is to them in the coaching - demonstration of impact and value vs. credentials. Ultimately, the coachee needs to want and see the value in the coaching for themselves, it is not something that can or should be forced upon them, and if it is, it is really not going to be nearly as effective.

Listening to be heard Listening to build rapport Listening to respond Listen as a friend, I find the fourth a more honest approach. It does open other gates

Lean into active listening to gain a deeper understanding of their goals, objectives, pain points, etc. to gather the insights necessary to properly align on the potential outcomes of success in the coaching engagement. Ultimately the coach must do much more listening than talking (aim for 80-90% asking/listening)

Share video testimonials or offer reference calls with peers of other successful clients, i.e. connect a VP Sales to another VP Sales, a junior SDR to another now senior, very successful SDR etc.

This is helpful to validate the potential impact and "social proof", but at the end of the day it is about the impact they ultimately would want to experience - I often would ask something simple as "what would we be celebrating 6 months or a year from now"?

Communication with every client has to be based on adult-to-adult ground. For example, this person can be an experienced IT services guru who wants to learn how to sell, and I am an expert in sales coaching. When we start our coaching relationships we are adults who are both experts. I'm not a teacher or a shrink or someone who's taking the position higher. So, I suppose that I need to highlight that for the client that my coaching skills will just help me to guide them in their own expertise and we'll definitely allow to see things from a different perspective.

I'd rank this much higher than the 5th thing. Chemistry, trust, and rapport is critical in a coaching relationship. They need to feel comfortable leaning into the environment, knowing it is a safe space for them to go deep, and that they have someone they trust to guide them along the way.

Make the coaching about "the human, not the title" and establish a plan TOGETHER with the coachee of how they can be even more successful in their own career. Also establish a connection on a personal level by taking the time for "friendly banter" before and after a sales-skill-focused working session.

POR EL AMOR DE DIÓS!!!! Al cliente no le interesan ni tus credenciales, ni las garantías. Ni siquiera tus "casos de éxito" (hay tanto "gurú" con Lambo de rent a car!) A tu cliente solo le interesa que resuelvas su problema. Que te sientes y lo escuches. Que le propongas soluciones que tomen en cuenta su historia y su visión de negocio. No quiere a "dueños de la verdad" ni "masters" que vienen con soluciones enlatadas y les da lo mismo que la empresa se dedique al enlatado de sardinas o la confección de gorros de dormir. De esos coaches de venta que creen que vender es repetir la escena de la lapicera del "Lobo de Wall Street" ya tenemos mas que suficiente (y ya hicieron todo el daño que podían hacer)