Use cases / B2B service provider
Client case
Deepler 360 · Sales coaching
360 feedback for sales teams: coaching on sales behaviour, not just on numbers
A B2B service provider wants to coach its account managers in a more targeted way. Revenue and pipeline show what is happening, but not how people sell. With Deepler 360, account managers receive feedback every quarter on a shared sales profile: from themselves, their sales manager and colleagues. This lets the sales manager base the coaching conversation on facts instead of loose impressions.
Sector
B2B services
Target group
Sales teams
Solution
Deepler 360
Application
Sales coaching with 360 feedback
In brief
The question
How do you coach account managers on sales behaviour instead of just on targets?
The insight
The gap between self-image and how colleagues see you shows where coaching pays off most.
The result
A fixed quarterly coaching rhythm, and growth you can put next to your sales figures.
The question: how do you coach on more than the numbers?
Sales coaching often revolves around revenue, pipeline and conversion. Those figures tell you what is happening, but not how account managers sell. What “good” looks like differs per manager, per deal and per moment, and feedback quickly depends on the latest deal. The sales manager wants to know where each account manager can grow and whether coaching pays off.
The approach: a shared sales profile and a fixed coaching round
With Deepler 360, the sales manager defines once which skills matter in the team: prospecting, needs analysis, presenting value, negotiating, closing and account development. Every quarter, account managers complete a self-assessment. They receive feedback from the sales manager and colleagues, supplemented by inside sales or presales. Deepler sends the invitations and reminders and monitors progress.
Define the sales profile
From prospecting to account development
Collect feedback
From manager, colleagues and inside sales
Report per account manager
With blind spots and conversation questions
The insight: the blind spot as the start of the coaching conversation
The report puts the biggest gaps between self-image and how others see you at the top. An account manager who rates themselves highly on negotiating, but gets a lower score from colleagues and inside sales, knows exactly what the conversation should be about. Conversation questions help make it concrete, for example by going through a recent deal together. At team level, the heatmap shows which skill needs attention across the whole team, such as closing.
Negotiating · account manager, sample report
Blind spot: self 88, raters average 61. Conversation question: which recent deal can we look at together?
Illustrative view
The result: coaching you can demonstrate
Each round builds on the previous one. The sales manager sees per account manager, per team and per skill where the growth is, and puts that next to the revenue and pipeline figures. This way, the conversation with the board is based on facts.
- A fixed coaching rhythm next to the quarterly figures
- Coaching conversations with concrete questions per account manager
- Growth per skill visible from round to round
Making 360 feedback work in sales: three lessons
In a sales team, 360 feedback works best as a coaching tool alongside the numbers, not as an extra appraisal. Three lessons:
Keep it separate from the bonus
Don’t link the feedback to targets or variable pay, so colleagues dare to be honest.
Start with one team
One team, one cycle. Starting small quickly shows what works.
Use it for onboarding too
After the first few months, you can see where a new account manager stands and what still needs attention.
Also read how a healthcare organisation develops team leaders with 360 feedback, or see how Deepler 360 works.
Frequently asked questions
Frequently asked questions about 360 feedback for sales teams
What is 360 feedback in a sales team?
An account manager receives feedback on a fixed sales profile: from themselves, the sales manager and colleagues, optionally supplemented by inside sales or presales. This gives a more complete picture than figures or a single conversation.
Which skills do you include in a sales profile?
For example prospecting, needs analysis, presenting value, negotiating, closing and account development. You can fully adapt the profile to your own sales process.
How often do you run 360 feedback in sales?
One round per quarter fits well alongside the quarterly figures. Every six months also works.
Is the feedback anonymous?
Feedback from colleagues is shown anonymously and at group level, so people can answer honestly.
How much time does it take the sales manager?
You set up the profile and cycle once. After that, Deepler sends the invitations and reminders. Account managers get a short 30-minute briefing, and the sales manager focuses on the conversations.