The Sales Manager's Coaching Model at Work
The Sales Manager's Coaching Model at Work
The coach opens the conversation with a general question; this helps the coach get a sense for the accuracy of the person’s self-assessment. If the person being coached responds with, “that was the best call ever” and you thought that the call was poor, you know that you’ll have to adjust your coaching conversation.
Step 2: Probe for What Went Well
The coach asks the person being coached what went particularly well and listens for the responses. By identifying what went well first, a positive tone for the coaching session is set. We want to make sure that the person being coached continues doing these things. This also forces the person being coached — NOT THE COACH — to identify superior performance.
Step 2a: Redirect or Defer
Sometimes the person being coached will bring up a negative when you’re discussing positives. You will want to defer that discussion until later in the coaching conversation by saying, “I’d like to talk about that more later. What else went particularly well?” Other times, the person being coached will claim something as a positive that — in your opinion — was an area that needs development. You will want to redirect their perception by pointing out what you saw that helped you conclude that it was less than desirable.
Step 2b: Support and Build
When the person being coached correctly assesses his performance — both strengths and areas for development — support the assessment by saying, “I agree.” Build from their conclusions to reinforce the accuracy of their self-assessment. In this way, you are reinforcing one of the most valuable skills anyone can acquire: the ability to assess and improve their own performance.
Step 3: Probe for Areas for Development
The third step is to ask the person being coached what he would change if he could do it again. Obviously, if the person being coached knows what could be improved and knows how to improve it, he won’t benefit from YOU telling him! And by mentally rehearsing what he will do differently, the likelihood of him actually carrying out the improvement is increased.
Step 4: Summarize and Support
Even though you may have limited the coaching to a few strengths and a couple areas for development, you will want to briefly summarize the discussion, especially what the person being coached will do differently the next time. This recap will cause the most important things to remain fresh in memory.
Follow these four steps to help your sales people and colleagues increase their performance.
The Sales Managers Coaching Model at Work - To learn more about this author, visit Colly Graham's Website.
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Step 1: Open the Conversation
The coach opens the conversation with a general question; this helps the coach get a sense for the accuracy of the person’s self-assessment. If the person being coached responds with, “that was the best call ever” and you thought that the call was poor, you know that you’ll have to adjust your coaching conversation.
Step 2: Probe for What Went Well
The coach asks the person being coached what went particularly well and listens for the responses. By identifying what went well first, a positive tone for the coaching session is set. We want to make sure that the person being coached continues doing these things. This also forces the person being coached — NOT THE COACH — to identify superior performance.
Step 2a: Redirect or Defer
Sometimes the person being coached will bring up a negative when you’re discussing positives. You will want to defer that discussion until later in the coaching conversation by saying, “I’d like to talk about that more later. What else went particularly well?” Other times, the person being coached will claim something as a positive that — in your opinion — was an area that needs development. You will want to redirect their perception by pointing out what you saw that helped you conclude that it was less than desirable.
Step 2b: Support and Build
When the person being coached correctly assesses his performance — both strengths and areas for development — support the assessment by saying, “I agree.” Build from their conclusions to reinforce the accuracy of their self-assessment. In this way, you are reinforcing one of the most valuable skills anyone can acquire: the ability to assess and improve their own performance.
Step 3: Probe for Areas for Development
The third step is to ask the person being coached what he would change if he could do it again. Obviously, if the person being coached knows what could be improved and knows how to improve it, he won’t benefit from YOU telling him! And by mentally rehearsing what he will do differently, the likelihood of him actually carrying out the improvement is increased.
Step 4: Summarize and Support
Even though you may have limited the coaching to a few strengths and a couple areas for development, you will want to briefly summarize the discussion, especially what the person being coached will do differently the next time. This recap will cause the most important things to remain fresh in memory.
Follow these four steps to help your sales people and colleagues increase their performance.
The Sales Managers Coaching Model at Work - To learn more about this author, visit Colly Graham's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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