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The product, page by page. Every page is also served as Markdown, so the same words reach the models a team works in.

For managers

The manager coach

A separate coach for people running a team: what to ask it, how it differs from the rep coach, and where it gets its answers.

Managers get their own coach. It is a different coach, not the rep coach with a manager badge, and it reasons about a team rather than an opportunity.

If your account has one, you reach it through the coach selector, and it carries its own button row aimed at management work.

#What it is for

Team snapshotWhere the team is, who is engaging, what is trending. The starting point for a week.
One repA read on an individual: what their pattern is and what the next coaching conversation should be about.
Coverage riskWhere the exposure is. Which deals are thinner than the forecast implies, which reps are carrying a gap nobody has named.
Three standing questions. Most manager sessions are a variant of one of them.
The manager surface with its own button row: deal review, pipeline risk, one to one preparation
The manager surface. The buttons change with your active role, so a manager gets deal review, pipeline risk and one-to-one preparation rather than the rep set.

#Ask, do not read

You do not open a dashboard and interpret it. You ask a question and get an answer grounded in what the team has actually been doing.

Questions that work:

  • "Who on my team needs an hour this week, and what should that hour be about?"
  • "What is the pattern across the deals we lost last quarter?"
  • "Prepare me for a conversation with a rep who keeps qualifying on the champion's word alone."
  • "Which of these opportunities is thinner than the rep thinks?"
  • "We have had three deals stall at the same stage. Is that a person problem or a stage problem?"

The last one is the shape of question that dashboards cannot answer and a manager coach can.

#Where its answers come from

Team engagementWho is using their coach and who has gone quiet.
Roleplays and callsGraded results against the account scorecard, and the conversations themselves, per rep and across the team.
Account knowledgeYour organisation's methodology and standards, so its management advice is in your language.
Coaching conversations, as observationsWhat your reps are working through with their coaches, summarised into themes, risks and key points rather than handed over as a transcript. See What you can see.
Four inputs. The third is the one that surprises people: coaching conversations do inform what you see, as a read rather than a record.

#Preparing a one to one

The strongest single use is the fifteen minutes before a one to one. Ask what to raise, ask for the evidence, and ask how to open it so the conversation is about the capability rather than the number.

Then have the conversation yourself. See The coaching conversation.

#What it will not hand over

Ask what a rep is stuck on and you get a straight answer. Ask for the coaching conversation itself and that is not the shape of what comes back: the coach reports, it does not replay. See What you can see for where that line sits and why.

#Early accounts

A team that started last week has not generated enough signal to read patterns from, and asking for patterns anyway produces confident nonsense. Give it a few weeks of real use before you draw conclusions across a team, and treat the first month's reads as anecdotes.

Last updated 3 September 2026

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