Coaching Form

Department: BDS / CAM / Enablement

Effective Date: February 1, 2026

Owner: Sales Enablement

Applicability: Sales Managers / TLs

Document History:

• 01/21/2026 - Creation

• 01/26/2026 - Inclusion of Links

• 02/23/2026 - Completed Discussion with SEA SSM

• 02/24/2026 - Completed Discussion with ANZ SSM

The purpose of this SOP is to standardize the APAC Strategic Coaching framework and align the coaching cadence across the Vodien and Crazy Domains regions. By unifying these regions under a single behavioral standard, we ensure leadership transitions from passive auditing to active, data-driven development that directly impacts revenue, cross-brand efficiency, and operational excellence.

This procedure applies to all leadership personnel managing Business Development Specialist (BDS) agents across all supported regions (ANZ, SEA, CAM). It encompasses both Call Handling (sales execution) and general operational performance (behavioral/operational hygiene).

To maintain data integrity within the Looker Dashboard, managers must utilize the specific form corresponding to the behavior being addressed.

• Track A: Call Coaching Form

  • Usage: This is the primary tool for evaluating the Sales conversations for both inbound and outbound teams. Managers should use this track to perform a deep-dive inspection of:

    • Quality & Compliance: Ensuring calls meet the 75% departmental quality standard.

    • Pitching Execution: Evaluating the effectiveness of the value proposition and the ability to pivot between products.

    • Call Handling Behavior: Assessing rapport, active listening, and the ability to handle high-pressure objections.

  • Link: https://sites.google.com/view/productsalesnht/cer-br/coaching-form-2026

• Track B: Performance & Non-Call Coaching Form

  • Usage: This track is designed for "Strategic Leadership" and operational hygiene. It captures the professional development of the agent outside of live calls, focusing on:

    • Behavioral & Adherence: Coaching on attendance, professional conduct, and general workspace discipline. Call outs from SVS can also be addressed using this form to ensure that violations in LMS are coached properly. 

    • Operational Responsiveness: Addressing "Tool Latency" or failures in responding to customer/system triggers (e.g., incident management responsiveness). This should also show the “help needed” indicated by employees from the leadership team and if their concerns have been acknowledged or addressed.

    • Strategic Planning: Documenting the agent's individual goals, target-setting, and their plan for hitting their monthly quota.

    • Agent Commitments: Recording specific promises made by the agent for improvement, which will be verified in the Phase IV Touchbase.

    • Non-Vocal KPIs: Managing email etiquette, chat responsiveness, and CRM hygiene.

  • Link: https://sites.google.com/view/productsalesnht/cer-br/generic-coaching-form

Managers must follow this linear, four-step sequence. Skipping the intervention or verification phases constitutes a breakdown of the growth cycle and will be flagged as non-compliant.

• Phase I: Diagnostic Audit

  • The process begins with a data-driven deep dive to isolate a single, high-impact behavioral lever.

  • The Strategy: Identify the specific "micro-behavior" that, if corrected, yields the greatest lift to KPIs (e.g., Average Order Value, Product Density).

  • The Goal: Ensuring the coaching intervention is surgical rather than general, preventing "feedback fatigue" for the agent.

  • Standardization Mandate: Managers must utilize the Standardized Behavioral Competency Guide during the audit. Adherence to this guide is mandatory to eliminate subjective intuition and ensure coaching is anchored in verified high-performance benchmarks rather than individual preference.

  • Technical Requirement: All form questions must be answered to ensure accurate scoring. N/A ratings will result in #DIV/0! errors. Do not add irrelevant comments in the "Autofail" section.

• Phase II: Intervention & Behavioral Modeling

  • The 1:1 session serves as the primary channel for behavioral change.

  • Mandatory Elements:

    • Demonstration: Manager shows "what good looks like", removing ambiguity about expectations. This can include tool navigation and reviewing specifications of products or how to pitch a specific service. We want to make sure that SMs are able to provide or reinforce knowledge and skills to our BDS instead of just asking for sales. 

    • Roleplay/Discussion: Agent practices the new standard. Through roleplay, the agent builds muscle memory. This shifts the session from a passive lecture to an active skills workshop.

    • Note: the Managers may request specific scenarios from the sales enablement team should they need self paced activities so long as they provide specific details. 

    • Action Plan: A documented goal for the next 48–72 hours. Every session concludes with a documented, time-bound action plan, creating immediate accountability.

• Phase III: Verification (The Feedback Loop)

  • A follow-up audit is mandatory to ensure the "transfer of learning" has moved from the coaching room to the production floor.

  • The Strategy: Conduct a targeted review focused exclusively on the behavior addressed in Phase II. If additional behaviors require attention, they should be noted in the coaching details but must not overshadow the primary objective.

• Phase IV: Touchbase (Follow-up Coaching)

  • The loop is closed with a brief session to determine the next steps based on the Verification results.

    • Positive Reinforcement (Outcome A): If the behavior has improved, a brief touchbase provides the psychological validation necessary to turn a new skill into a permanent habit.

    • Root Cause Analysis (Outcome B): If the gap persists, we perform a strategic pivot. We evaluate whether the failure was due to a Skill Gap (requiring a different coaching modality) or a Will Gap (requiring performance management/PIP protocols).

1. IDEAL TIMELINES

To maintain momentum and ensure behavioral change, the Cycle must adhere to the following timeframes:

• Audit-to-Coach Window: Coaching (Phase II) must occur within 24 hours of the Audit (Phase I). Feedback is most effective when the event is fresh in the agent's mind.

• Coaching-to-Verification Window: The Re-Audit (Phase III) should occur within a week or two after coaching. This allows the agent time to apply the feedback but prevents "drifting" back to old habits.

• The Touchbase (Phase IV): Should happen immediately following the Re-Audit.

• Note: Adherence to the official Behavioral Guide is mandatory throughout this timeline to mitigate managerial bias and ensure alignment with organizational strategy.

The Managers can access real time completion report here: https://sites.google.com/view/productsalesnht/cer-br

For concerns regarding completion, you may reach out to rosevill.solivio@newfold.com

The number of expected coaching evaluations for calls are determined by the senior sales managers and agreed with from CAM manager:

• Cristian Yparraguirre

• Boyd Antipuesto

• Mae Ferolino

Managers must use the 2026 Sales Coaching Evaluation Report to guide their strategy.

You may access the report here: https://lookerstudio.google.com/reporting/2711c729-05f9-479b-8ccb-b37410dfbafc/page/UrkkF

1. Key Performance Gauges

   1. Overall Score (Departmental Health): This gauge reflects the current quality standard of the BDS floor.

   2. Audit Count (Activity Volume): Tracks the total number of coaching evaluations submitted by the team. Enablement will be sending completion reports from time to time and reminders.
      Note: Roster will be updated based on the data from SalesOps / Joshua Amor. Only logs submitted for the month will be counted within that month e.g. log submitted on March 1 cannot be “tagged” and included on the report for February. 

   3. Auto-Fail (Compliance Risk): Tracks critical breaches in protocol that result in an immediate 0% score for a call.

2. Behavioral Gap Analysis (The "Why")

   1. Managers must review the "Main Gap" charts to identify the root causes of low scores and identify what to focus on during coaching. 

      1. Discovery & Qualification

      2. Presentation & Negotiation

      3. Closing & Interaction

   2. There is a separate reporting page for specific sub parameters should they need to do a deep dive on a certain parameter. 

3. The "Revenue Leak" Tracker

   1. Other Products Pitched: Use the Page 4 Donut Chart to identify missed cross-sell opportunities. 

   2. Strategic Focus: If a manager’s team shows a high percentage of "Web Design" (24%) or "Managed SEO" (6.7%) as missed pitches, the next coaching session must focus on these specific products.

4. Manager Performance Ranking

   1. Accountability: Managers are ranked by the Overall Score of their respective teams.

   2. A separate reporting page can allow managers to see performance scores of their respective agents