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Coaching, Counseling and Development

Written by: John Brennan

Article Overview: Counseling is generally considered corrective discipline for serious performance deficits, and can often be avoided with the use of effective coaching techniques. Staff development is a long-term process that´s focused on enhancing people´s strengths and preparing them for the next step on their career ladder. Coaching, on the other hand, is a "right-now" method that helps your sales consultants to improve the work they do today. Its main purpose is to close the gap between the performance standards you´ve set and their actual performance.

Coaching, Counseling and Development

Good coaching requires as much work by the "coach" as by the "team member," but it´s work that will pay off: in higher sales ratios, in better customer service, in the development of your own management skills, and in eventual self-coaching by the sales consultant.

Four Steps to Successful Coaching
The following coaching model, consisting of four distinct steps, can be applied to sales calls conducted on the bank premises or out in the field.
STEP ONE: Make a Contract
Before you embark on a joint call with your salesperson, discuss the following elements of the coaching contract:
· That the purpose of the joint call is to help educate the sales consultant, not to "check up" on him or her;
· The key performance, or behaviors, that you want to see improved;
· The goal, such as cross-selling additional financial services;
· Some intermediate steps toward reaching the goal, such as better probing to understand a customer´s financial needs;
· The payoff for the sales consultant when reaching the goal, such as higher commissions;
· How you will help; and
· The evaluation process, or how you will measure the consultant´s success.
STEP TWO: Observe the Call
When you join your consultant on a sales call, it´s important to inform the customer of the reason for your presence. You might say, "I´m here as a coach to gain information to better service our customers." You should also:
· Allow the sales consultant to control the call. You´re there to observe.
· If the customer asks you a question, ask your sales consultant if he or she would like to answer it.
· If the customer makes eye contact with you, look deliberately at the salesperson. The customer will automatically follow your gaze, and make eye contact with the consultant.
· Observe the skills that the consultant uses to direct the call toward a successful close.
· Take thorough notes, writing down key words, phrases and actions taken by the rep. Also note the customer´s reactions to the consultant´s behavior. You´ll need this information later to support your feedback.
· Thank the customer for the opportunity to observe. Don´t discuss the consultant´s performance with the customer.
STEP THREE: Provide Feedback
Immediately after the call or appointment, ask the sales consultant for a self-critique. Ask:
What did you do that was effective? What/how was it effective? What could you have done differently? How would you have done it? What outcomes might have happened if done differently?
After your consultant has completed the self-evaluation, add your own feedback:
· List the positive behavior you noticed.
· Discuss and reinforce the behaviors that resulted in success.
· Keep your feedback specific; use facts and figures and refer to your notes.
· Discuss key areas that need improvement. Use neutral, non-threatening language.
· Keep the discussion from becoming defensive by reassuring the sales consultant of your help and support.
· If you´re uncomfortable with the consultant´s plan to improve, say so.
· Remember that your silence on any skill or behavior indicates that you approve.
· Reprimand statements that show unwillingness, not failed behaviors.
· Agree on goals, and develop an action plan to eliminate weaknesses.
STEP FOUR: Follow Up
Coaching is an ongoing process. Plan for the next coaching opportunity you will have with this sales consultant, and then be sure to follow through. Keep in mind that your goal is to have sales consultants who coach themselves. If problems you have identified persist, make your sales consultant aware of the consequences. And finally, be sure to recognize successes as they are achieved.
HOOKS AND RESCUES: Three Traps to Avoid
First, don´t allow the customer to hook you into the selling role. That´s the sales consultant´s job. Similarly, don´t let the consultant hook you into selling. That will only hinder their learning. And finally, resist the temptation to "rescue" a sales consultant if they get into trouble during a call. Allow them to fail, and then analyze the failure to ensure it´s not repeated.

Related Articles
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  Coaching Employees vs Mentoring, Counseling or Training. Distinctions New Managers Need to Know
  How to Be a Sales Coach
  Free Counseling and Advice Every Startup and Growing Business Needs To Succeed
  Important Facts about Credit Counseling

Article Tags: corrective discipline, counseling, effective coaching, gap, performance deficits, performance standards, serious performance, staff development



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