Leave the debrief with a plan for the next call.
“Handle objections better” isn't a coaching plan. Use this worksheet to capture what happened, hear the rep's side and agree one behavior to practice on the next suitable appointment.
Updated September 2026 · 7 sections
- Understand priorities2
- Explain findings1
- Connect optionsn/a
- Invite questions2
- Agree next step0
Give the meeting a useful output
Use this plan when a manager and rep have a conversation worth reviewing and need to decide what happens afterward. It produces a practice action, support from the manager and a follow-up point.
Choose a behavior the rep can demonstrate in an appropriate appointment. Improve your confidence is difficult to review. Confirm the homeowner's main concern before explaining the options gives you a concrete exchange to discuss.
Run the review
Choose the conversation and expectation
Select an appointment that is relevant to the skill you want to discuss. Check that you have appropriate access and context. Identify the company expectation you are reviewing before deciding whether the rep met it.
Write down the evidence
Locate the exchange and describe what you heard. Separate the actual words or behavior from your interpretation. Note what is missing, such as an earlier discussion that was not recorded.
Ask for the rep's perspective
Ask what the rep was trying to understand or accomplish. Let them identify context you may have missed and suggest what they would do again or change.
Agree one practice action
Choose a behavior that fits a later appointment. Rehearse it if useful, and make the manager's support explicit. Avoid a list of unrelated corrections that leaves the rep unsure where to begin.
Set the follow-up
Decide when and how you will review a later relevant conversation. Look for the agreed behavior, then discuss whether it helped the conversation. Keep an observed change separate from an unproven claim about sales results.
Copy this worksheet into your coaching notes
On a small screen, scroll the table sideways to compare every column.
| Field | What to write |
|---|---|
| Appointment and review date | A non-sensitive reference that lets the authorized reviewer find the conversation. |
| Company expectation | The behavior or playbook criterion being discussed. |
| Observed evidence | The relevant exchange and its location in the recording, if available. |
| What remains unclear | Missing context, unclear audio or a question for the rep. |
| Rep's perspective | The rep's account of the situation and what they want help with. |
| Practice action | One specific behavior to try in an appropriate later appointment. |
| Manager support | A rehearsal, explanation, example or other support the manager will provide. |
| Follow-up point | Who will review which later conversation and when. |
| Follow-up observation | Whether the behavior appeared, how it fit the conversation and what to work on next. |
Worked example: the advisor moves to options too soon
Practice scenario: an HVAC advisor explains options before the recorded conversation establishes which homeowner concern matters most. The manager asks whether that priority was confirmed elsewhere in the visit before deciding what to coach.
The plan records the expectation as confirming the homeowner's main concern before explaining the recommendation. Its evidence note identifies the options discussion; its uncertainty note records that an earlier exchange may be missing. The rep's perspective remains a question for the debrief rather than an invented answer.
The practice action is to ask: Of the concerns we discussed, which matters most for the decision you want to make? The manager rehearses the transition from the answer to explaining a suitable recommendation. The follow-up is a review of the next appropriate replacement consultation, looking for the question and whether the advisor used the answer. The plan leaves the customer outcome open.
Adapt the plan to a plumbing service conversation
For a plumbing technician explaining a finding, the practice action might be to distinguish the proposed work from further investigation. The manager can review whether that boundary was explained and whether the customer had a chance to ask questions.
Have a qualified practitioner validate the technical context. The plan reviews communication; it cannot establish that a diagnosis or recommendation was correct from wording alone.
Choose a review cadence your team can keep
Include time to inspect the conversation and time to meet with the rep. Choose the follow-up based on the next relevant appointment and your available capacity, not a universal calendar for every team.
Keep notes focused on the coaching task. Follow your company's approved handling and access rules, and avoid adding customer identifiers or private details that the plan does not need.
Use Cash to support the conversation review
Use Cash's playbook scores and coaching priorities to choose where to listen. Check the transcript and audio, then bring that exchange into the debrief. The worksheet helps you record what you and the rep agree to do next.
Before you decide.
01What should a sales coaching plan include?
02How often should a manager review calls?
03How do we know the plan worked?
See how the review becomes coaching.
Explore the recording-to-coaching workflow before choosing your next step.