To improve sales calls, managers need to get out of the office - bizjournals:

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Unfortunately, it doesn’t give many clues as to how successfuk the sales callreally was, or how it couldx have been improved. One way in which sales manageres can greatly improve the performance of membersa of their sales teams is by accompanying individualse onsales calls. Duriny the calls, a more accurate picture of the salesperson’e performance can be obtained than simplhy relying on what the individual says at weeklyusales meetings. It’s not that salespeople intentionallt try todeceive anyone, but their explanations are colored by thei r interpretation of situations.
Thos e elements will be removedby first-hand observations, putting the manager in a bettere position to identify deficiencies and areas for improvement and then providd the most appropriate help. Anothetr reason to accompany salespeople on calls is to confirnmthe company’s interest in prospective accounts or to show appreciatiob for existing accounts. By “bringing the manager in,” the salespersobn strengthens the bond with the clienrtor prospect. Additionally, bringinhg in the manager means there is a greater chancse of meeting other members ofthe client/prospect company’ws management team who normally woul d be insulated from the salesperson.
These callse give the opportunity to notonly strengthen, but also deepen the relationship. Here is a five-step processs for getting the most from jointsaless calls. • Preparation: Overall goals and account-specific goals and objectives should be determined in Details should include specific tasks to be actions to be taken and results tobe achieved. This informationm should be shared with the salesperson far enough in advance that the individual knowxs what will be expected of him or her duringb the planned calls and has time to make thenecessar arrangements.
• Observation: Duringv sales call meetings, the manager should assume the roleof observer, notinvg the salesperson’s general demeanor and specific actionw and reactions, especially thosew that relate to the predetermined goalxs and objectives for the call. The managedr must also listen intently tothe prospect’a questions and answers and observe his or her actionss and reactions. The manager must take accurate notes for latef evaluation and discussion and must not rescus the call even if the salesperson is doinvg apoor job, as this does nothing to help the salespersomn learn and generally only stroke s the ego of the sales The reality is that a poorly performing salespersojn is failing most of the time anyway, so one more time likely won’t hurt but could possibly help the salespersonm learn how to handlre the situation next time and possibly become a bettefr performer.
• Evaluation: Observations are sharecd withthe salesperson, inputs are obtainex regarding his or her actionas and thought processes, and results are comparecd with the planned objectives. Based on the comparison, areasd for improvement can be identified. The analysie may call for changes in strategy or tactics or refinement ofspecifivc skills.