Sales training and coaching · Coaching the sales team
Decide on a weak rep with a matrix and a twelve-week plan, not a mood.
A coach, redeploy or exit decision is a structured way to decide what to do with a rep who is below the team median. It covers the two-axis matrix, a twelve-week support programme, the evidence to keep, and when to involve your lawyer before any role change.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A coach, redeploy or exit decision is a structured way to decide what to do with a rep who is below the team median. It covers the two-axis matrix, a twelve-week support programme, the evidence to keep, and when to involve your lawyer before any role change.
A Hyderabad lab-equipment dealer has carried one rep for eight months. The owner thinks the rep is hopeless, the manager thinks the rep is nearly there, and the other reps are quietly annoyed that nothing happens. Meanwhile, the rep has never been told in writing what is wrong.
The decision matrix has two axes, skill and attitude. High on both: keep and coach. Willing but short of skill: coach for twelve weeks with a plan. Skilled but unwilling: a direct conversation about why. Low on both: exit. Each placement is argued from evidence, such as the funnel diagnostic and call reviews, and not from impressions.
The owner and the sales head decide together, at a quarterly meeting or whenever a rep sits below the team median for a full quarter. The rep is told the result and the reasons.
It comes last in the coaching group, because it relies on the one to ones, the funnel numbers and the call reviews as proof. If none of those exist, you do not yet have grounds to decide anything fair.
Where this sits
Topic 6 of 8 in sales training and coaching: coaching the sales team. Coaching routines a manager runs weekly and monthly.
- The topic before
- Team foundations
- The topic after
- Hiring and onboarding sellers
If you want this done for you
Sales blames the leads, marketing blames the reps, and nobody has the data to settle it.
The work
What this is actually like.
“Redeploy is an option owners skip”
A rep who cannot close cold enquiries may be excellent at servicing existing accounts or handling dealers. Moving them is not a demotion if the pay structure and title are agreed up front. It saves a good attitude you paid to hire.
“Twelve weeks needs a plan, not hope”
Weekly goals, a named coach, two skill targets, and a date to review. If the plan has no measurable stop, it is only a delay. Write the pass mark before the twelve weeks begin.
“A fair process protects the business”
Change of role, change of pay or exit carries legal consequences that differ by state and change over time. Dated goals, written feedback and a hearing for the rep are the habits your lawyer will ask for. Speak to your own lawyer before acting.
“Teams watch the decision more than the rep”
The other reps read what happens to a weak colleague as a signal of how they would be treated. A clear, fair and prompt decision builds more trust than a quiet wait.
What we do
What you end up with.
The documents this topic produces, what each one is for, and how you know it is finished.
The skill and attitude matrix
A two-by-two grid with each rep placed, and beside each placement the three pieces of evidence that justify it.
Result: Finished when the owner and the sales head have placed every rep and agree on the evidence.
The twelve-week plan
For a rep in coaching: two skill targets, check-in dates set in advance, call reviews, the coach's name and a pass mark in numbers.
Result: Finished when the rep has signed it with the review date.
The evidence file
Dated one to one records, funnel tables, feedback given and the rep's replies. One folder per rep, held by the sales head.
Result: Finished when someone outside the team could follow the history.
The decision note
Coach, redeploy or exit, the reason, the next date, and the conversation script for telling the rep.
Result: Finished when the lawyer or adviser has read it before the rep is told, if the decision is a role change or exit.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
How long do we wait before deciding?
Can we put a rep on a performance plan right away?
What if the rep is the owner's relative?
Is the bootcamp a classroom?
How much does it cost?
How long is the contract?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Where to go next
The work that carries this topic further.
The rest of coaching the sales team
Or read all of sales training and coaching.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.