<p>In this episode of Coach2Scale, author, professor, and board advisor <a href="https://www.linkedin.com/in/rachel-pacheco/">Rachel Pacheco</a> joins host Matt Bonelli to unpack one of the most overlooked drivers of sales performance: meaning. Drawing from her research and experience working with fast-scaling startups and MBA students alike, Rachel challenges the myth that salespeople are only motivated by money or perks. Instead, she shows why helping reps find purpose in their day-to-day work leads to deeper engagement, higher productivity, and better retention, and why frontline managers have the greatest influence over that outcome.</p><p>You’ll hear practical ways to coach for meaning, how to deliver feedback that builds self-awareness and performance, and why micromanagement isn’t the real problem, meaninglessness is. Rachel shares coaching tactics for time-strapped managers, explains the risks of cookie-cutter motivation strategies, and outlines how structured 1:1s can become high-trust development conversations. Whether you're a CRO, frontline manager, or enablement leader, this episode will help you rethink how to build a culture where performance and purpose go hand-in-hand.</p><p>Key Takeaways</p><p><br>1. Meaning is a daily experience, not a grand purpose.<br>Most employees aren't searching for their “life’s purpose” at work; they’re looking for day-to-day meaning in their tasks, interactions, and progress.</p><p>2. Managers play a central role in helping reps find meaning.<br>It's a myth that meaning is personal and out of a manager’s scope; the way managers structure work, give feedback, and coach reps directly influences how meaningful their work feels.</p><p>3. Productivity increases when reps experience more meaning.<br>Research, including studies by Adam Grant, shows that employees who understand the why behind their work are not only more engaged but also more productive and resilient.</p><p>4. Motivation is personal and needs to be customized.<br>Not all reps are driven by competition or money; some value connection, stability, or mastery, and managers must learn what uniquely drives each individual.</p><p>5. Great coaching starts with structured autonomy.<br>Managers should set clear expectations and outcomes, then give reps the space to figure out the “how”; this autonomy fosters ownership, trust, and greater meaning.</p><p>6. Effective feedback is specific, timely, and impact-driven.<br>Generic praise (“Great job!”) is forgettable; meaningful feedback highlights what was done well, why it mattered, and how it helped the team or business.</p><p>7. Constructive feedback is a growth opportunity, not a threat.<br>Most employees want more feedback, even the tough kind, but managers often avoid it due to discomfort, missing critical chances to drive behavior change.</p><p>8. Curiosity is a manager’s superpower.<br>Asking thoughtful questions helps uncover what motivates each rep, what’s holding them back, and how to connect daily work to a more profound sense of purpose.</p><p>9. Coaching isn’t about giving answers; it’s about guiding reflection.<br>Coaching helps reps build self-awareness, clarify decisions, and reflect on their growth; it’s less about solving problems and more about building capability.</p><p>10. Don’t wait for better managers; teach your current ones how to coach.<br>Many frontline managers were promoted without training; they don’t lack intent, they lack tools. Organizations must invest in teaching them how to lead through coaching.</p>