Coaching Presentation 1

8/3/2019 Coaching Presentation 1

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To give special classes in sports or a

school subject... especially privately to

one person or a small group.

(Cambridge Dictionary)

Tutor,train (pupil especially intensively

or individually for

examination, crew for race)

Give hints to prime with facts

(Oxford Dictionary)

A private tutor, often one employed to

train pupils for an examination

To prepare for an examination by

private instructions(Home Study Dictionary)


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Face To Face interview used

by managers to Analyze, help to

maintain & Improveperformance of their

subordinates


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Is a disciplined conversation, using concrete

performance information, between a leader and

an individual or a team that results in the continuous

improvement of performance(ASTD Coaching)


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CounselingDealing with work related problems that stem from

basics, deeply rooted attitudes and values and from

conditions outside the work situation.

When to counsel

May be needed as a preliminary to coaching in order

to define the cause of the work problem..

never try to act as a psychiatrist or a social worker


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Definition :

Feedback is information to a person regarding

WHAT and / orHOW he did on a task,skill or a job activity


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WHY COACHIING IS BECOMINGWHY COACHIING IS BECOMING

SO IMPORTANTSO IMPORTANT

* Control model for managing and leading isnt

working all that well.

* Present need is to do more with less and

empower people.

* Managers and leaders are being expected to act

as resources and problem solvers.

* Coaching is a primary tool for being a resourceand solving problems.


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Overall Effectiveness of a RepresentativeOverall Effectiveness of a Representative

Coaching SkillsCoaching Skills -- The Key to Effective ImplementationThe Key to Effective Implementation

CompanyProductMarketCompetition

Selling Skills

Basic

Advanced

Presentation Skills

Communication

Skills

Negotiation

Skills

Follow-up

Activities

Planning

Reporting

Time Management

Market Res.+

Segmentation

Administration

Job

Knowledge

Skills BusinessOrganizationSkills


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What actually happens to new skills without follow-up actions / Coaching:

Behaviors

Time

TrainingImprovement

of skills(Behavioral

Change)

Results


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What actually happens to new skills with follow-up actions / Coaching:

Behaviors

Field Coaching

Time

TrainingImprovementof skills(Behavioral

Change)

Results


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ANTECEDENT

(Activator)Starts..

20 %

CON

SEQUEN

CESmaintain...

80 %

100 %

Desired Behaviour


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Coachingis Dealing with the workperformance and not with the personality

(personal Qualities)

so, mainly improve work performancethrough the coaching but do not change

Med. Reps . Personality through

counseling.


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Coaching strategy

Recognize the nature of the unsatisfactory performance& decide what specific actions must be taken to correct

this performance

Unsatisfactory performance can be in the followingareas:

Task knowledge

Transferring skills

Motivation

confidence


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Task knowledge

Unsatisfactory performance results from a lack of

knowledge of the required task.

Coaching strategy provides:

technical training

Reorientation of the task

Frequent observation of task performance.

Clear feedback on the out come of task behavior.


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Transferable skills

Unsatisfactory performance results from difficulty intransferring the required skills.

Coaching strategy provides:

Training on new task as needed.

Modeling of required skills.

Skill practice.

Clear feedback on the outcome of task behavior.


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motivation

Unsatisfactory performance results from lack ofmotivation.

Coaching Strategy provides:

Positive reinforcement

Discussion of rewards & incentives for

effective task performance

Analysis of possible consequences of various

levels of task performance.


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confidence

U

nsatisfactory performance results from lack ofconfidence.

Coaching Strategy provides: Short small-step goals

Reassurance of support for attempts to

improve task performance.

Encourage personal practice in taskaccomplishment.

Clear, positive reinforcing feedback on growth

in task accomplishment.


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Key Coaching GuidelinesKey Coaching Guidelines

Never coach when big things are at stake

Analyse before action

Target coaching efforts

Set priorities for coaching


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Key Coaching GuidelinesKey Coaching Guidelines (cont.)(cont.)

Make a thorough post-call review

Use effective, appropriate feedback

Observe and listen actively


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Key Coaching GuidelinesKey Coaching Guidelines (cont.)(cont.)

Be open and honest

Set performance objectives

Make notes

Communicate freely


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Professional Selling Skills

Coaching Process

Coaching introduction

Precall briefing

Call observation

Post call debriefing

Does

performance

problem require

action?

YesProblem solving

Next callImprovement

Action

No

Chart 1


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Coaching introduction

Chart 2

.Explain coaching program and benefits.

.Specify roles on coaching calls:Salesperson controls callsManager observes calls

.Give criteria for coaching calls:Selling activity

Managers help not needed

.Arrange initial calls.


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Precall briefing

Chart 3

Review call preparation:

Account information

Anticipated needs/ opportunities

Anticipated customer attitudes

Call objective

Review roles:

Salesperson controls call

Manager observes call

Introduction of manager

Call observation

Mention note taking to customer.

Record observation/highlight consistencies.

Thank the customer.


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Professional Selling Skill

Post call debriefing

Chart 4

State debriefing steps.

Ask for salespersons self- analysis:

Ask which skills were handled well

Ask which skills could have been used more effectively

Give feedback:

If time permits, reconstruct the call

Summarize skills handled wellSummarize skills needing improvement

Plan the next step:

If performance problem requires action, go to problem

solving

If not, go to next call

Problem solving

Determine cause of performance problem.

Ask for / suggest improvement actions.

Confirm action(s) planned.


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Coaching Presentation 1

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