Mastering the four coaching models for sales success in credit unions

One of the most common questions I get from credit union leaders is this:

“What separates credit unions that successfully build a thriving sales culture from those that continue to struggle?”

After working with dozens of credit unions across the country, the answer is clear and consistent. The difference is the consistency and effectiveness of the coaching the front line receives.

Credit union sales isn't about pushing products. It's about uncovering needs, building trust, and offering solutions that genuinely improve our members’ financial lives. For credit unions that want to grow and serve their membership better, sales must be seen not as a separate initiative, but as an essential part of great service. Selling as part of service doesn’t just happen on its own, it comes through developing your people—not just once, but continuously.

The most effective way to do this is through intentional, ongoing coaching tailored to each team member’s developmental stage. Just as no two members are the same, no two team members are at the same point in their sales journey. That’s why a one-size-fits-all approach to coaching fails.

One thing every great sales coach understands is that the way they coach needs to be uniquely fit to the team member's development level. They apply the Four Coaching Models—Director, Modeler, Supporter, and Empowerer—to meet team members where they are and move them forward. These models provide a framework for helping team members build confidence, master skills, and take ownership of their success.

Let’s break down each of the Four Coaching Models—and how they can be used to transform your sales culture.

A new team member entering the sales world in a credit union may have enthusiasm but lacks experience. They don’t yet understand the full range of products, how to uncover member needs, or how to confidently recommend solutions. At this stage, this team member needs a Director, a coach who provides structure and hands-on guidance.

Directors use coaching to:

Example in a credit union: A new member service representative (MSR) is hesitant to offer credit card solutions to members. A Director coach would provide a structured script, provide specific situations for when to bring up credit card conversations, demonstrate how to introduce the product naturally, and practice with her before she interacts with members. The coach may also ask a seasoned team member to shadow her during her initial member interactions, offering real-time support and guidance as she begins applying the coaching and scripting to offer credit card solutions.

Once team members grasp the basics, they enter the Modeler stage. They understand products and the sales process, but they still need to refine their approach and develop confidence. At this stage, they benefit most from seeing successful sales techniques in action and help with formulating their own approach.

As a Modeler coach, your role is to:

Example in a credit union: A loan officer understands how to offer auto loans but struggles with bringing up loan recapture opportunities she sees on the credit report. A Modeler coach would meet often with the loan officer to review credit reports, walk through the loan recapture sales process, show how to transition the conversation smoothly and demonstrate the sales conversation. The coach would then allow the team member to try it with support.

By the time team members reach the stage where they benefit most from a Supporter coach, they’re comfortable handling most sales conversations and offering solutions. They will be able to confidently sell a wide range of products and services and can identify members' needs in several different ways. These team members also consistently reach sales expectations; however, they still benefit from strategic coaching to refine their skills, improve efficiency, and take on more complex sales challenges.

As a Supporter coach, your role is to:

Example in a credit union: A senior financial service representative (FSR) is confident selling the full line of consumer loans but her coach wants to improve her ability to cross-sell mortgage opportunities and generate more mortgage referrals. A Supporter coach might have her review past sales interactions to identify missed opportunities and collaborate on possible strategies that could be used to improve future results.

Team members at the Empowerer stage are sales masters who have honed their ability to identify member needs and offer the right financial solutions effortlessly. Their sales performance leads the organization and their production often amazes sales leadership. They no longer require direct coaching, but they do need opportunities to expand their impact and maximize their potential. At this stage, the focus shifts from skill development to removing barriers and increasing the number of sales opportunities the team member has.

As an Empowerer coach, your role is to:

Example in a credit union: A top-performing loan officer has mastered consultative selling and consistently exceeds sales goals. An Empowerer coach would provide her with a curated list of pre-qualified outbound leads, assign her high-value loan opportunities, and ensure that administrative tasks—such as document preparation and title tracking—are handled by support staff. This enables the loan officer to focus on what she does best: helping more members with meaningful financial solutions.

To apply these coaching models effectively, credit union sales leaders must continuously assess their team member’s individual developmental needs and adjust their approach. Here’s how a sales coach can enhance his or her coaching skills:

Not all sales team members need the same level of coaching. Take time before coaching to evaluate their skills, confidence, and sales results to determine whether they need directive guidance, modeling, supportive coaching, or empowerment.

A new service representative needs direct instruction, while a seasoned lender might only need occasional feedback. Adjusting your approach ensures team members receive the right support at the right time.

Team members grow best when they are pushed outside their comfort zone without feeling overwhelmed. Recognizing when to provide guidance and when to step back is key to their development.

Sales coaching shouldn’t be a one-time event—it should be embedded in the culture. Encourage peer coaching, continuous learning, and regular feedback sessions to create an environment where sales professionals thrive.

Effective coaching in credit union sales isn’t just about improving individual performance—it’s about creating a culture where team members feel confident, supported, and empowered to serve members effectively. By recognizing where each team member is in their development and applying the right coaching model, you can build a team that not only meets sales goals but also strengthens member relationships and enhances the overall success of your credit union.

Great sales results don’t happen by accident—they are the product of strong coaching. The best sales leaders don’t just develop great salespeople; they actively coach their teams to the top, creating future sales leaders who drive long-term success.