Coaching and Leading - Part 1 vb

COACHING AND LEADING FOR INCREASED PERFORMANCE – PART 1 Relentlessly Cultivate Potential – Human Potential is not fixed

Prepared by: John Martineau www.linkedin.com/in/johnmartineau

COACHING FOR INCREASED PERFORMANCE

�  What is sales coaching…

�  Coaching process model…

�  Business value of good coaching…

�  Add leadership to coaching…

It is the nature of man to rise to greatness if greatness is expected of him. - John Steinbeck

2

What is sales coaching

3

An ongoing and dynamic series of Job-embedded interactions between a Sales Manager and a Sales Representative, designed to diagnose, correct or reinforce behaviors, specific to that Sales Representative.

“… ongoing…” Coaching is not a single event or even a series of events, but a

focused continuous improvement effort. Coaches never “graduate.”

“… dynamic…” Coaching evolves over time as Sales Representatives needs and

sales situations change

“… job-embedded…” Unlike training, coaching is integrated real time with day-to-day

workflow and directly relevant to actual business situations

“… Sales Managers…” While managers may offload some coaching to others (e.g., Peers, National Training Manager), they do not relinquish

responsibility for overall Sales Representative development

“… diagnose…specific to that individual”

Coaching is completely customized to the Sales Representative. It targets only relevant and pressing needs and is tailored to

coaches specific personality

“… behaviors…” Coaching is primarily about the application not the acquisition, of

skills and knowledge. It is concerned with doing, not simply knowing.

SALES COACHING DEFINED

4

Coaching process model

5

BUILDING THE RIGHT COACHING SKILLS

�  Prepare for coaching conversation

�  Affirm the commitment to development

�  Understand observed behavior

�  Specify behavior change

�  Embedded new behaviors

Source: Corporate Executive Board 6

PREPARE FOR COACHING CONVERSATION

�  Review past coaching interactions and action plans

�  Consider sales representative learning style

�  Review sales representative business performance

Goal: ensure meaningful and plan-based coaching interaction.


AFFIRM THE COMMITMENT T0 DEVELOPMENT

�  Build trusting relationships

�  Emphasize development

�  De-emphasize performance management

Goal: create an environment in which effective coaching can happen.


UNDERSTAND OBSERVED BEHAVIOR

�  Manager understands sales representative behavior by having a template to reference

�  Compare sales representative performance to provided benchmark

�  Identify critical sales representative behaviors to reinforce or correct by stage of sales process

�  Support sales representative “self-assessment” of their individual challenge areas

�  Filter observations through the lens of the Sales representative

Goal: Develop manager ability to see through the fog to where sales representative require reinforcement or corrective action.


SPECIFY BEHAVIOR CHANGE

�  Present both reinforcing and corrective feedback succinctly

�  Deliver corrective feedback positively

�  Focus feedback on critical areas based on sales representative capacity

�  Ensure the viability of next steps

�  Match feedback style to sales representative learning style (sell or tell)

Goal: Reinforce managers capability to deliver feedback that sales representative perceives as valuable, supportive and actionable.


EMBEDDED NEW BEHAVIORS

�  Create sales representative level coaching plans

�  Connect the dots to past coaching

�  Encourage Second-Line manager review of First-Line manager action plans to ensure a regular occurrence of coaching and quality of the interaction

Goal: Replace managers “event coaching” with lifetime coaching.


Business value of good coaching

12

COACHING’S IMPACT ON THE BOTTOM LINE

�  Research shows that effective coaching is proven to increase sales performance!


COACHING’S EFFECT ON CORE REP PRODUCTIVITY Coaching core reps results in an average 8% sales performance increase


COACHING’S CONNECTION TO ENGAGEMENT


COACHING IS VERY DIFFERENT FROM TRAINING

�  The coach is responsible for people finding the answers themselves and developing their own problem-solving skills.

�  Coaching is collaborative as well as interactive.

�  Let your reps solve their own problems or you will wind up managing a team of salespeople that is fully dependent on you.

Source: Coaching Salespeople Into Sales Champions, Keith Rosen 16

QUANTITATIVE VALUE OF COACHING

�  According to the Sales Executive Council, when coaching is added, sales productivity is improved by 88%.

�  Furthermore, as a result of coaching, Return on Investment in sales goes up 27%, according to Gallup.

�  Where sales coaching is involved, customer loyalty improves by 56%.

17

GIVING AND RECEIVING FEEDBACK

�  Constructive feedback is critical to performance.

�  Many people can have serious blind spots about their negative behaviors and performances.

�  Be willing to give constructive/negative feedback when needed as a good mentor and coach.

�  Describe your feelings, your concerns, and your perceptions about what you observed.

�  When receiving feedback - be grateful no matter how much it may hurt.

(The 8th Habit - Stephen Covey) 18

GENERAL BENEFITS OF COACHING

�  Improved performance

�  Higher level of engagement

�  Increased effort

�  Increased training retention

�  Increased job satisfaction

�  Increased job retention

�  Stronger bench strength

19

THREE KEY TAKEAWAYS

�  Of all the things that you do, coaching is the activity that will have the greatest impact on the overall performance of your team.

�  Effective coaching will tend to be structured, formal, deliberate, and regularly scheduled.

�  Without good coaching, reps lose ~87% of training within one month. By combining coaching with training - training retention level increases 4 fold.


Add leadership to coaching

21

WHEN SALES MANAGERS BECOME SALES LEADERS

�  Demonstrate the ability to manage combined with the will to set standards, be critical, and sit in judgment

�  Communicate the company’s vision

�  Effective delegation of roles and responsibilities

�  Hold your sales team accountable for their actions and outcomes

�  Collaborative communication with your sales team

�  Demonstrate the ability to manage and lead change

�  The proper management of both rookies and veterans

�  The ability to train and the will to terminate weak salespeople

Source: Sales Management Demystified – Robert Calvin 22

LEADING AT A HIGHER LEVEL

�  Situational leadership: - Shift from leader as boss and evaluator to partner and encourager. - Adjust your style to the individuals level of development

�  Leadership styles: - Directing, coaching, supporting, delegating

�  Development levels: - “Enthusiastic beginner” = needs a directive style - “Disillusioned learner” = needs a coaching style - “Capable but cautious” = needs a supportive style - “Self-reliant achiever” = needs a delegating style

(Leading at a Higher Level - Ken Blanchard) 23

SITUATIONAL LEADERSHIP

D3 Competent

Variable Commitment

Capable but cautious

D2 Some

Competence Variable

Commitment

Disillusioned learner

D4 Competent Committed

Self reliant achiever

D1 Not Competent

Committed

Enthusiastic Beginner

Competence

Commitment Support

Direction Low

High

High

Low

24

THREE KEY TAKEAWAYS

�  Of all the things that you do, coaching is the activity that will have the greatest impact on the overall performance of your team.

�  Effective coaching will tend to be structured, formal, deliberate, and regularly scheduled.

�  Without good coaching, reps lose ~87% of training within one month. By combining coaching with training the retention level increases 4 fold.


Thank You Manage and lead with excellence!

26

Coaching and Leading - Part 1 vb

Documents

Transcript of Coaching and Leading - Part 1 vb