SALES COACHING

WHY MANAGERS DONT COACH? They themselves are not coached [no role models]. The culture does not support coaching They dont know how to coach [no skill] They have little or no incentive or accountability to coach - no inspiration or motivation

DO NOT ENTER - WHAT EVERY COACH NEEDS TO KNOW ABOUT ZONES

The Dead Zone

The Comfort Zone The Panic Zone

The Stretch Zone

THE DEAD ZONE

They are not actively interested in improving they take no initiative to get better do not seek things that make them change they are people to whom things happen they are resigned to things as they are they seek confirmation for their past and present

THE COMFORT ZONE

People in this zone want to be effective they continue to do the same old things that have worked successfully in the past fail to see that everything in the world continues to change they may be smart and work hard, but they have blinders on they fine-tune in response to change but they dont change

 This is the zone of reactive adjustment it wakes up people to get their attention because people feel panicked, they cant learn well or perform well here burnout happens and quality suffers people are pushed into indecision people are not competent to handle what is before them may lead them into depression zone

THE PANIC ZONE

THE STRETCH ZONE

It is entirely different from the other zones and is a good place to live and work people are actively involved in their work and are committed to developing themselves they look for change in a major way and actively seek to do things differently they are able to identify their blind spots and are open to feedback and to compensate for them

DIFFICULTY / ABILITY ZONES

Panic zone Perceived difficulty

Easy zone

Perceived ability

CRITICAL SUCCESS FACTORS OF A COACH

Role modeling - the coach lives the vision Trustworthiness - the coach has earned the trust of his or her people Mutual respect - the coach respects and is respected;it is a two-way street

CRITICAL SUCCESS FACTORS OF A COACH

Communication - the coach has good communication skills Experience / Value added - the coach has relevant experience that allows him or her to add value Praise feedback the coach gives positive

SUCCESS FACTORS OF A BOSS

Title Power Position Authority Status

THE BOSS MODEL

Boss is the one who can identify the right priority / problem assess the source and magnitude of the problem has the skill to correct it by playing the role of an expert, the manager can best help the person being coached change and improve

THE COACH MODEL

Positions himself not as the expert but as a resource - coach/resource Vs boss/expert uses knowledge and skills as tools to help people figure out problems and ultimately self coach this process not only helps the salesperson to solve problems but to overcome future obstacles

BALANCING FEEDBACK - Positives and Areas Of Improvement

Increase the amount of positive feedback upfront make the feedback specific Focus on a few key things - dont overload close the door be open and honest be on time

BALANCING FEEDBACK - Positives and Areas Of Improvement

Dont be a Go-between dont abdicate Trust - and be trustworthy Love feedback Give praise Take your anger temperature

RECEIVING FEEDBACK
Recognize that your tendency will probably be to listen for what you disagree with,not what you can learn be quiet and listen with an ear to what you can learn remain quiet and listen with an ear to what you can learn make a real effort to keep your mind on receive not send

RECEIVING FEEDBACK
Fight the self talk that tells you to reject the feedback with unspoken comments [he doesnt understand, my reason for doing this was ] listen for what you can use, not what you dont agree with ask questions to learn more take notes and review the comments thank the giver

LEVELS IN DEVELOPMENTAL SALES COACHING

The process - understanding the fundamental process of coaching The art - coaching for depth - helping people go deeper to identify and remove their obstacles The Heart - building the relationship and forming the partnership between coach and salesperson

CONSULTATIVE COACHING MODEL - SIX STEP CHECKLIST

Preparation The opening Perception and needs [salespersons and coachs - in that order] Identifying and removing obstacles Closing with an action step Follow-up / Monitoring

STEP 1 - PREPARATION
Set objective before the session. What do you want to see as the outcome?

STEP 2 - OPENING
Set the stage / environment build rapport and state your purpose

STEP 3 - PERCEPTIONS / NEEDS

Ask for the salespersons perception before stating yours ask for both strengths and areas of improvement ask what and why identify the obstacles get details reiterate where you agree state your perception by giving feedback on both strengths and areas of improvement as you see the situation

STEP 4 - IDENTIFYING AND REMOVING THE OBSTACLES

Check to see if there is an agreement on the performance issue, opportunity or problem - and check level of severity remove obstacles stay focused on the issue, not the person focus on only one to three [at most] areas encourage problem solving dialogue. Demonstrate, role-play if appropriate build the working relationship / partnership let the sales person suggest the mutually acceptable solution

STEP 5 - CLOSE / ACTION STEP

Ask the sales person to summarize agreement decide at least on one specific developmental step with time frames set the follow-up action and time cheerlead by giving words of encouragement

STEP 6 - FOLLOWING UP / MONITORING

Monitor the salespersons progress review your notes before the next coaching session evaluate results / improvement look at measurable results

MEETING SKILLS - FUNDAMENTALS

Presence - providing leadership for the meeting without dominating it Rapport - take the time to meet and greet and recognize all members of the team Questioning - create a group dialogue by asking appropriate questions Listening - show that you care about your salespeople, their ideas, their point of view

MEETING SKILLS - FUNDAMENTALS

Positioning - comment on what a salesperson has said. Position your ideas to the needs of the group Checking - ask others for their views. Encourage a dialogue

THE HEART OF COACHING Strengthening the relationship

Discuss the sales persons needs
consider the needs of the salesperson being coached solicit needs rather than imposing them [ideally] ask how you and the sales person can best work together

Discuss your needs

discuss how you need the salesperson to contribute to strengthening the relationship over time

THE HEART OF COACHING Strengthening the relationship

discuss how you would like to best work with the salesperson

Determine a plan to ad value to one another

help the individual see how to use the feedback to grow - Ask, What can you learn from this? determine operating practices that will be beneficial to both of you. Create a Win/Win situation

Have a relationship meeting

RELATIONSHIP MEETING
ONE TIME PER YEAR WHEN NOTHING

ELSE IS ON THE TABLE ASK :

What am I doing that is

getting in your way?

 Hands on coaching - when working with inexperienced learners Hands off coaching - when developing higher performance with experienced learners Supporter coaching - when helping learners use a flexible learning package technique Qualifier Coaching - when helping a learner develop a specific requirement for a competence based or professional qualification

COACHING METHODS

COACHING STYLES CONTINUUM

Hands-on Coaching S T Y Hands-off Coaching

Coach has control Shared control

Learner has control

T
Y L

L
E 0%

CONTROL

100% E

PERFORMANCE TASKS
Analyze
assess current standards of performance identify learning needs to meet performance goals and required standards

Plan
identify and organize suitable learning resource[s] and opportunities agree learning plans, coaching role and assessment methods provide opportunities for individuals and groups to manage their own learning

 Implement

PERFORMANCE TASKS

explain, demonstrate and supervise practice of concepts and techniques ensure opportunities for feedback and discussion adjust coaching role and program to suit learners needs and progress

Evaluate
evaluate achievement of goals and standards provide feedback, encouragement and support to individuals to apply learning

PERFORMANCE SKILLS
Core Skills
listen attentively observe and recognize competent performance demonstrate effective questioning technique respond, summarize and clarify situations

Technique Skills
recognize different learning styles adapt to preferred learning styles

PERFORMANCE SKILLS
Technique skills
Recognize different learning styles
Adapt to preferred learning styles Adopt appropriate coaching styles Gain acceptance and commitment to

performance goals from learner

PERFORMANCE SKILLS
Personal Skills
display sensitivity to and empathy for learners thoughts and ideas and need for appropriate feedback establish rapport and good communication channels with learner encourage learner to take responsibility for own development support and build confidence in learner

COACHING CHECKLIST
Start every session with an agreed goal for that session that relates to other previously agreed goals plan and prepare each session in advance to ensure that adequate time and resources are available if you have to demonstrate concepts or techniques, keep it short and simple if you are in a qualifier or supporter role, do your homework thoroughly in advance

 While a hands-on style is appropriate for inexperienced learners, move as quickly as possible to the hands-off style as it encourages greater ownership of the development process by the learner Remember that, while questioning may be your important skill, observing and listening are also vital skills Feedback should be positive and encouraging and criticism always presented constructively

COACHING CHECKLIST

 Allow plenty of opportunities for discussion and review of performance goals in the light of progress achieved respect and liaise constantly with other people involved in helping the learner develop aim to become qualified yourself and recognize that coaching is a constant learning process for yourself

COACHING CHECKLIST

QUALITIES TO EFFECTIVE COACHING

Loyalty

Empathetic Listening
Skills stretching Vision Making Role Modeling

SELF COACHING
Self coaching does not mean people are not taught or supported; it simply means that they should take the initiative to seek the knowledge and support and needs

SELF COACHING

What did I do well? What are my areas of

improvement?
Where can I go to learn more?