The Cadence of Modern Sales Leadership with Victoria Abeling (REPLAY)
Consistency beats charisma in frontline sales leadership. In this episode of Coach2Scale, VMware Carbon Black’s Head of Sales Development, Victoria Abeling, shared what it takes to build a high-performance team when everyone’s overworked and every 1:1 is at risk of being replaced by a pipeline review. She unpacks why many reps view coaching as punitive, how that culture was unintentionally built over decades, and the mindset shift required to make coaching a trusted, productive habit, not a compliance exercise.
Victoria offers a pragmatic breakdown of how she uses quarterly operating cadences, individualized development plans, and coaching conversations grounded in deal inspection to uncover skill gaps, not just red flags. You'll hear how to coach for discovery, disqualify with confidence, and push back on the myth that high performers don’t need help. If you're a sales leader tired of playing firefighter, or a CRO wondering why the pipeline isn't growing with headcount, this conversation will reframe how you think about performance management and the role cadence plays in building trust, accountability, and results.
Top Takeaways
1. Coaching is not punitive; it’s a performance multiplier.
Many reps assume coaching signals underperformance, but reframing it as a skill-development tool builds trust and accountability.
2. Consistency in 1:1s is non-negotiable.
Coaching only drives behavior change when it follows a predictable cadence; skipping sessions sends the message that development is optional.
3. Top performers need coaching too.
Even the best reps have blind spots, and coaching them to sharpen specific skills is how you go from 100% to 130% of quota.
4. Quarterly operating rhythms help leaders avoid reactive management.
Structuring the year into coaching and development cycles keeps leaders proactive, not just in-the-weeds on deals.
5. Coaching must go beyond the deal to address the “how,” not just the “what.”
Managers who only review pipelines miss opportunities to build long-term skills like discovery, negotiation, and qualification.
6. Disqualification is as valuable as closing.
Teaching reps to say “no” to the wrong opportunities frees them to invest time in the right ones and protects forecast accuracy.
7. Modern buyers are informed; sellers must be sharper in discovery.
With buyers doing most of the research on their own, reps must master early discovery to stay relevant and competitive.
8. Leaders must learn to receive feedback without defensiveness.
Victoria shares how this mindset shift helped her grow as a leader and foster stronger coaching relationships.
9. How you show up matters, even on Zoom.
From attire to preparation, professionalism in remote settings still signals credibility and respect.
10. Coach the individual, not the scoreboard.
Coaching should focus on skills that compound over time, not just pressing for this month’s number.
Victoria offers a pragmatic breakdown of how she uses quarterly operating cadences, individualized development plans, and coaching conversations grounded in deal inspection to uncover skill gaps, not just red flags. You'll hear how to coach for discovery, disqualify with confidence, and push back on the myth that high performers don’t need help. If you're a sales leader tired of playing firefighter, or a CRO wondering why the pipeline isn't growing with headcount, this conversation will reframe how you think about performance management and the role cadence plays in building trust, accountability, and results.
Top Takeaways
1. Coaching is not punitive; it’s a performance multiplier.
Many reps assume coaching signals underperformance, but reframing it as a skill-development tool builds trust and accountability.
2. Consistency in 1:1s is non-negotiable.
Coaching only drives behavior change when it follows a predictable cadence; skipping sessions sends the message that development is optional.
3. Top performers need coaching too.
Even the best reps have blind spots, and coaching them to sharpen specific skills is how you go from 100% to 130% of quota.
4. Quarterly operating rhythms help leaders avoid reactive management.
Structuring the year into coaching and development cycles keeps leaders proactive, not just in-the-weeds on deals.
5. Coaching must go beyond the deal to address the “how,” not just the “what.”
Managers who only review pipelines miss opportunities to build long-term skills like discovery, negotiation, and qualification.
6. Disqualification is as valuable as closing.
Teaching reps to say “no” to the wrong opportunities frees them to invest time in the right ones and protects forecast accuracy.
7. Modern buyers are informed; sellers must be sharper in discovery.
With buyers doing most of the research on their own, reps must master early discovery to stay relevant and competitive.
8. Leaders must learn to receive feedback without defensiveness.
Victoria shares how this mindset shift helped her grow as a leader and foster stronger coaching relationships.
9. How you show up matters, even on Zoom.
From attire to preparation, professionalism in remote settings still signals credibility and respect.
10. Coach the individual, not the scoreboard.
Coaching should focus on skills that compound over time, not just pressing for this month’s number.
