Sales Coaching Presentation

7/28/2019 Sales Coaching Presentation

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SALES COACHING


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WHY MANAGERS DONT COACH?

They themselves are not coached[no role models]. The culture doesnot support coaching

They dont know how to coach [noskill]

They have little or no incentive oraccountability to coach - noinspiration or motivation


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DO NOT ENTER - WHAT EVERYCOACH NEEDS TO KNOW ABOUT

ZONES The Dead Zone

The Comfort Zone

The Panic Zone

The Stretch Zone


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THE DEAD ZONE

They are not actively interested inimproving

they take no initiative to get better

do not seek things that make themchange

they are people to whom things happen

they are resigned to things as theyare

they seek confirmation for their past

and present


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THE COMFORT ZONE

People in this zone want to be

effective they continue to do the same oldthings that have worked successfully in

the past fail to see that everything in the worldcontinues to change

they may be smart and work hard, butthey have blinders on

they fine-tune in response to change

but they dont change


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THE PANIC ZONE This is the zone of reactive

adjustment it wakes up people to get theirattention

because people feel panicked, theycant learn well or perform well here

burnout happens and quality suffers

people are pushed into indecision people are not competent to handlewhat is before them

may lead them into depressionzone


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THE STRETCH ZONE

It is entirely different from the otherzones and is a good place to live andwork

people are actively involved in their

work and are committed to developingthemselves they look for change in a major way

and actively seek to do thingsdifferently they are able to identify their blindspots and are open to feedback and to

compensate for them


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DIFFICULTY / ABILITY ZONES

Easy zone

Panic zone

Perceived ability

Pe

rceived

dif

ficulty


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CRITICAL SUCCESS FACTORS OF ACOACH

Role modeling - the coach lives thevision

Trustworthiness - the coach has

earned the trust of his or her people

Mutual respect - the coach respects

and is respected;it is a two-waystreet


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CRITICAL SUCCESS FACTORS OF ACOACH

Communication - the coach has goodcommunication skills

Experience / Value added - the coach

has relevant experience that allows himor her to add value

Praise - the coach gives positivefeedback


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SUCCESS FACTORS OF A BOSS

Title Power

Position

Authority Status


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THE BOSS MODEL

Boss is the one who can identify theright 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 personbeing coached change and improve


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THE COACH MODEL

Positions himself not as the expert butas a resource - coach/resource Vsboss/expert

uses knowledge and skills as tools tohelp people figure out problems andultimately self coach

this process not only helps thesalesperson to solve problems but toovercome future obstacles


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BALANCING FEEDBACK - Positives andAreas Of Improvement

Increase the amount of positive -feedback upfront

make the feedback specific

Focus on a few key things - dontoverload

close the door be open and honest

be on time


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BALANCING FEEDBACK - Positives andAreas Of Improvement

Dont be a Go-between

dont abdicate

Trust - and be trustworthy Love feedback

Give praise

Take your anger temperature


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RECEIVING FEEDBACK

Recognize that your tendency willprobably be to listen for what youdisagree with,not what you can learn

be quiet and listen with an ear to whatyou can learn

remain quiet and listen with an ear towhat you can learn

make a real effort to keep your mindon receive not send


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RECEIVING FEEDBACK

Fight the self talk that tells you toreject the feedback with unspokencomments [he doesnt understand, myreason for doing this was ]

listen for what you can use, not whatyou dont agree with

ask questions to learn more

take notes and review the comments

thank the giver

LEVELS IN DEVELOPMENTAL SALES


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LEVELS IN DEVELOPMENTAL SALESCOACHING

The process - understanding thefundamental process of coaching

The art - coaching for depth - helping

people go deeper to identify andremove their obstacles

The Heart - building the relationshipand forming the partnership betweencoach and salesperson

CONSULTATIVE COACHING MODEL


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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


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STEP 1 - PREPARATION

Set objective before the session.What do you want to see as theoutcome?


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STEP 2 - OPENING

Set the stage / environment build rapport and state your purpose


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STEP 3 - PERCEPTIONS / NEEDS

Ask for the salespersons perception beforestating yours

ask for both strengths and areas ofimprovement

ask what and why identify the obstacles

get details

reiterate where you agree

state your perception by giving feedback onboth strengths and areas of improvement asyou see the situation

STEP 4 IDENTIFYING AND


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STEP 4 - IDENTIFYING ANDREMOVING THE OBSTACLES

Check to see if there is an agreement onthe performance issue, opportunity orproblem - 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 mutuallyacceptable solution


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STEP 5 - CLOSE / ACTION STEP

Ask the sales person to summarizeagreement

decide at least on one specificdevelopmental step with time frames

set the follow-up action and time

cheerlead by giving words of

encouragement

STEP 6 FOLLOWING UP /


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STEP 6 - FOLLOWING UP /MONITORING

Monitor the salespersons progress review your notes before the nextcoaching session

evaluate results / improvement look at measurable results


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MEETING SKILLS - FUNDAMENTALS

Presence - providing leadership for themeeting without dominating it

Rapport - take the time to meet andgreet and recognize all members ofthe team

Questioning - create a group dialogueby asking appropriate questions

Listening - show that you care aboutyour salespeople, their ideas, theirpoint of view


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MEETING SKILLS - FUNDAMENTALS

Positioning - comment on what asalesperson has said. Position yourideas to the needs of the group

Checking - ask others for their views.Encourage a dialogue

THE HEART OF COACHING


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THE HEART OF COACHING -Strengthening the relationship

Discuss the sales persons needs consider the needs of the salespersonbeing coached

solicit needs rather than imposing them

[ideally] ask how you and the sales person can bestwork together

Discuss your needs discuss how you need the salesperson tocontribute to strengthening therelationship over time

THE HEART OF COACHING


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THE HEART OF COACHING -Strengthening the relationship

discuss how you would like to best workwith the salesperson

Determine a plan to ad value to oneanother help the individual see how to use thefeedback to grow - Ask, What can youlearn from this?

determine operating practices that will bebeneficial to both of you. Create aWin/Win situation

Have a relationship meeting


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RELATIONSHIP MEETING

ONE TIME PER YEAR WHEN NOTHING

ELSE IS ON THE TABLE ASK :

What am I doing that is

getting in your way?


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COACHING METHODS Hands on coaching - when working with

inexperienced learners Hands off coaching - when developinghigher performance with experiencedlearners

Supporter coaching - when helpinglearners use a flexible learning packagetechnique

Qualifier Coaching - when helping alearner develop a specific requirementfor a competence based or professionalqualification


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COACHING STYLES CONTINUUM

S

T

Y

L

E

S

T

Y

L

E0% CONTROL 100%

Coach has

controlLearner has

control

Shared control

Hands-on Coaching Hands-off Coaching


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PERFORMANCE TASKS

Analyze assess current standards of performance

identify learning needs to meetperformance goals and required standards

Plan identify and organize suitable learningresource[s] and opportunities

agree learning plans, coaching role andassessment methods

provide opportunities for individuals and

groups to manage their own learning


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PERFORMANCE TASKS Implement

explain, demonstrate and supervisepractice of concepts and techniques

ensure opportunities for feedback anddiscussion

adjust coaching role and program to suitlearners needs and progress

Evaluate evaluate achievement of goals andstandards

provide feedback, encouragement and

support to individuals to apply learning


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PERFORMANCE SKILLS

Core Skills listen attentively

observe and recognize competentperformance

demonstrate effective questioningtechnique

respond, summarize and clarify situations

Technique Skills recognize different learning styles

adapt to preferred learning styles


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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


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PERFORMANCE SKILLS

Personal Skills display sensitivity to and empathy forlearners thoughts and ideas and need forappropriate feedback

establish rapport and good communicationchannels with learner

encourage learner to take responsibility

for own development support and build confidence in learner


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COACHING CHECKLIST

Start every session with an agreedgoal for that session that relates toother previously agreed goals

plan and prepare each session inadvance to ensure that adequate timeand resources are available

if you have to demonstrate concepts ortechniques, keep it short and simple

if you are in a qualifier or supporterrole, do your homework thoroughly in

advance


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COACHING CHECKLIST While a hands-on style is appropriate

for inexperienced learners, move asquickly as possible to the hands-offstyle as it encourages greaterownership of the development process

by the learner Remember that, while questioning maybe your important skill, observing and

listening are also vital skills Feedback should be positive andencouraging and criticism alwayspresented constructively


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COACHING CHECKLIST Allow plenty of opportunities for

discussion and review of performancegoals in the light of progress achieved respect and liaise constantly withother people involved in helping thelearner develop

aim to become qualified yourself andrecognize that coaching is a constant

learning process for yourself

QUALITIES TO EFFECTIVE


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QUALITIES TO EFFECTIVECOACHING

Loyalty

Empathetic Listening

Skills stretching

Vision Making

Role Modeling


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SELF COACHING

Self coaching does not mean people arenot taught or supported; it simplymeans that they should take theinitiative to seek the knowledge and

support and needs


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SELF COACHING

What did I do well?

What are my areas of

improvement?

Where can I go to learn more?

Sales Coaching Presentation

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