Show Notes: Will Bachman and Ashlee Horn spoke about her practice, which focuses on coaching new sales leaders. Ashlee outlines the problem she is trying to solve that 50% of new sales leaders fail within the first year. She speaks about the lifecycle of a sales manager and why sales leaders are so important to an organization. She explains that she focuses on those who are new to frontline sales management or director roles. She works with star performers who have made the leap into leadership, and star managers who  are now trying to manage teams of teams. Ashlee provides coaching for these roles to help them drive sustained behavior change. Training Sales Leaders Ashlee outlines her approach to promoting new sales leaders. She has identified six key areas of focus: building relationships, holding people accountable, multiplying themselves, creating a culture of execution, developing their team, and driving strategic planning. She stresses the importance of building relationships based on trust and value, as well as the need to be able to articulate what makes them successful. Additionally, she emphasizes the need for leaders to be able to hold people accountable and have candid conversations. Lastly, she highlights the importance of creating a culture of execution, developing their team, and driving strategic planning. All of these areas are essential for successful leadership. Ashlee  recommends that salespeople prioritize the highest revenue generating activities, focus on effective communication, simplify complex topics, and use data-driven decision making. She has experience working with technology sales and service sales, specifically SAS sales.  Time Management for Sales Managers For frontline salespeople, she recommends they focus on facetime with clients, build pipeline, and take care of customer service activities. For frontline sales managers, she suggests they prioritize their time and get six to ten people motivated to make changes to their daily habits that will lead to success. A good time allocation for a frontline sales manager with eight reps at a tech company may include focusing on individual team member goals, mentoring and coaching, analyzing data to make decisions, creating and executing sales plans, and managing customer relationships. Ashlee talks about the importance of reverse engineering a sales manager's priorities. According to Ashlee, the majority of the manager's time should be spent on coaching activities that improve customer retention, as this will be the highest revenue generating activity. This includes one-on-one meetings with the team members, team meetings, and individualized programs. Additionally, Ashlee suggested that the manager should spend 70% of their time with the team, observing calls, preparing for calls, and reviewing deals. The remaining 20% should be spent on broader team activities such as setting the vision, having internal meetings, and working with their VP or director to understand their marching orders as a sales leader, and 10% should be spent on understanding clients. Motivation Coaching for Sales Leaders  She talks about assessing the motivators of their team members in order to come up with the best solutions for them, including looking at examples of mindsets other than the mindset of the sales rep who was promoted. She suggests looking at the broad category of growth and fixed mindset. This involves understanding how people respond to challenges, failure, and success, as well as their attitude towards change and effort. This can help sales managers come up with a roadmap for understanding different categories of motivation and how to best approach each person. Ashlee identifies different mindsets that salespeople may have and how to address them to develop an effective coaching strategy.  The first mindset is the difference between a growth mindset and a fixed mindset, where the growth mindset individual believes they are in control of their own success and the