Sales leaders don’t need more data; they need better intelligence. Using the HUMINT, SIGINT, and OSINT model from military operations, this blog unpacks why frontline managers are coaching blind and how you can transform scattered sales data into focused, high-impact coaching moments that drive results.

Too many front-line managers are stuck as referees and scorekeepers. Here’s how CROs can use CoachEm to turn them into head coaches and multipliers who drive results.

Front-line managers are asked to “do more with less.” CoachEm equips them with one console for coaching, pipeline reviews, and performance management, turning bottlenecks into multipliers.

CoachEm’s new deal coaching feature turns fragmented data into actionable insights. Managers get one console for developmental coaching, deal reviews, and performance management: driving consistency, accountability, and revenue.

Most CROs confuse growth with scale. In this article, Colum Lundt explains how CROs can mature their frontline managers, install a scalable coaching system, and turn managers into multipliers instead of firefighters.

Most managers think they’re coaching when they’re really firefighting or mentoring. In this article, Colum Lundt explains the four levels of sales coaching—no real coaching, general talk, deal coaching, and developmental coaching—and shows how moving up the levels transforms reps and results.

Sales managers aren’t therapists but they’re being forced to act like them. As mental health disclosures rise, sales leaders must find the line between empathy and accountability. In this post, we lay out a legally sound and performance-driven playbook for coaching reps with mental health challenges without compromising expectations or risking compliance issues.

We’re in an era where go-to-market initiatives need to roll out faster than reps can adjust their talk tracks and behavior. Whether it’s a competitor collapsing, a new product release, or a market shift triggered by AI or regulation, CROs face an uncomfortable truth. If you can’t execute on change in weeks, not quarters, you’re going to miss your window.

One of the most debated questions in leadership isn’t about strategy or structure—it’s about relationships. Specifically: Can or should managers be friends with their team?

This question took center stage in our inaugural CoachEm “Closing Arguments” Sales Leadership Debate, where two respected voices—Kevin Gaither and Mark Kosoglow—tackled it head-on. The debate was lively, real, and packed with lessons for any manager leading in today’s performance-driven, people-first world.

Here’s what I took away—and why I believe most sales leaders are better off being friendly, but not friends.