To improve sales calls, managers need to get out of the office - bizjournals:

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Unfortunately, it doesn’t give many clues as to how successfukl the sales callreally was, or how it coulxd have been improved. One way in whicuh sales managers can greatlyh improve the performance of members of thei sales teams is by accompanyinf individuals onsales calls. During the calls, a more accurate picture of the salesperson’sz performance can be obtained than simpl relying on what the individual says at weeklysalews meetings.
It’s not that salespeople intentionallu try todeceive anyone, but their explanationa are colored by their interpretation of Those elements will be removedc by first-hand observations, putting the manager in a better position to identifhy deficiencies and areas for improvement and then provide the most appropriate help. Another reason to accompany salespeople on calls is to confirjthe company’s interest in prospective accountxs or to show appreciation for existing accounts. By “bringing the managetr in,” the salesperson strengthens the bond with the clientgor prospect.
Additionally, bringing in the manager means thered is a greater chance of meetingh other members ofthe client/prospect company’sa management team who normally would be insulated from the salesperson. These callz give the opportunity to notonly strengthen, but also deepeh the relationship. Here is a five-step procese for getting the most from jointsales • Preparation: Overall goals and account-specific goals and objectives should be determined in advance. Details should include specifivc tasks tobe completed, actions to be taken and resultd to be achieved.
This information should be sharecd with the salesperson far enough in advancew that the individual knows what will be expected of him or her durinv the planned calls and has time to make thenecessarg arrangements. • Observation: During sales call meetings, the managet should assume the roleof observer, notin g the salesperson’s general demeanor and specific actionzs and reactions, especially those that relater to the predetermined goals and objectives for the The manager must also listen intently to the prospect’ s questions and answers and observe his or her actions and The manager must take accurate notes for latef evaluation and discussion and must not rescue the call even if the salespersobn is doing a poor job, as this does nothing to help the salespersonj learn and generally only strokes the ego of the saleas manager.
The reality is that a poorly performing salesperson is failingf most of thetime anyway, so one more time likely won’t hurt but could possibly help the salespersojn learn how to handle the situatiob next time and possibly become a betteer performer. • Evaluation: Observations are shared with the inputs are obtained regarding his or her actions andthought processes, and resultsa are compared with the planned objectives. Based on the comparison, areas for improvement can be The analysis may call for changes in strategy or tacticws or refinement ofspecific skills.