A. Capabilities of salespeople
Most organizations have salespeople who do "all the right things." Our research and experience indicate that salespeople dress appropriately; they know their product or service; and they know their customer, the marketplace, and competition.

Most capability gaps occur in interpersonal skills, such as, "ability to develop product/service solutions for different customer needs," "effective management of customer objections and concerns," or "adapting the sales approach to customers' behaviors and personal needs."

The ability to interface with the customer is vital. These people skills often are a major differentiating factor among salespeople. Gaps between current capabilities and those required by salespeople to reach the sales strategy goals call for developmental efforts.

B. Capabilities of first-line sales managers
It is ironic that this group, which research indicates is pivotal in achieving the organization's specific sales strategy goals, is frequently left out of the sales execution equation. Often, the first-line sales manager acts as an administrative arm of more senior management.

Little value is placed on close salesperson coaching skills. Yet, research indicates that this manager's ability to guide and support the salesperson's selling practices is a vital part of ensuring sales success.

Desirable interpersonal coaching capabilities include: "effectively motivating and inspiring salespeople by understanding their needs and aspirations" and "coaching the salesperson on more effective ways to interface with the customer." Even seemingly administrative tasks can require excellent coaching capability.