Start with last week’s commitments.
Review what each person agreed to do, what happened, and what changed. If a commitment was missed, understand the reason and decide the next action. Avoid treating the review as either a public interrogation or a casual check-in.
The useful question is whether the planned work happened and what it tells you. That creates continuity from one week to the next.
Look at meaningful activity.
Choose a small set of measures tied to the way your business sells: relevant account conversations, discovery meetings, active proposals, or planned relationship work. Define the measure so people count the same thing.
Activity needs context. Ten touches to irrelevant accounts do not have the same value as three useful conversations with the right buyer. Discuss quality and progression as well as the total.
Review the opportunities that need a decision.
Prepare a short list of deals that are moving, stalled, at risk, or waiting on help. Review evidence of the buyer’s progress, not only the salesperson’s confidence.
If an opportunity has no owner, no clear stage, or no next action, resolve that during the review. A pipeline can look full while containing very little active buying intent.
- What has the buyer done since the last review?
- Who else is involved in the decision?
- What is the obstacle or unanswered question?
- What specific action should happen next, and who owns it?
Keep coaching specific.
Identify a skill or process issue that needs attention. Give the person a practical improvement to work on, with a way to observe whether it changes the work. Sensitive personnel issues and deeper individual coaching belong in a one-to-one conversation.
A useful team meeting may reveal the coaching priority without trying to complete all the coaching in front of everyone.
Close with a short commitment list.
Document the next actions, owners, and review dates. Each person should know which accounts or opportunities matter most, where help is needed, and what they have committed to do.
Use the same structure next week. Consistency makes the meeting easier to prepare and makes the manager’s expectations easier to understand.