Diagnostic Pattern
"My managers don't coach"
The symptom is real. The cause is usually somewhere else.
You keep telling your managers to coach. It doesn't happen. It looks like they won't. It may actually be that they can't yet, and nothing around them makes it easy. "Coach more" is an instruction, not a method.
What you think it is
My managers just won't coach their teams. I keep telling them to, and nothing changes.
So you read it as willingness. You issue a mandate: coach more. You add it to the one-on-one template, you ask for it in the forecast call. Nothing moves, so you say it louder.
What it usually is
A hypothesis to test, not an indictment on you or the team.
Behavior runs on three things: capability, opportunity, and motivation. "Coach more" pushes on motivation. The constraint is the other two. Most of your managers were your best reps, and you promoted them for it. But selling well and coaching well are different skills, and no one ever built the second one. That is a capability gap. There is also no coaching cadence, no repeatable conversation structure, no call data to coach against. That is an opportunity gap. Miss any one of the three and the behavior is near impossible. You keep pushing the one lever that was never the problem.
How to tell
What are your managers actually doing this week instead of coaching? And do they have a repeatable structure for a coaching conversation, or just "do more of it"?
The move
Stop mandating and give them a method. Training builds capability; coaching builds performance, so build both: teach a repeatable conversation structure, put real call data in their hands to coach against, then protect a weekly cadence so the coaching has somewhere to live. Don't add it on top of the week. Make it the week. Mindset first. Skillset next. Tools last.
You might think your managers are unwilling. It may actually be that no one gave them a method.
Not sure this is your real bottleneck?
Bring the symptom. We find the root cause together on a short call.
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