Winning means quickly adapting to change in today’s market. Coaching through Change will support you in more effectively coaching your sales team through change to accelerate performance.

1. HP Sales Management Speaker Series:
Coaching Sales for Better Performance
Session 1: Coaching Through
Change
22 February 2011
© Copyright 2011 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice. HP Restricted. For HP and Channel Partner use only.

2. ENHANCE WEBINAR PERFORMANCE
Before you logon to the classroom Shutdown Office Communicator
disconnect the VPN or Instant Messengers
2 HP Restricted

3. ASKING ONLINE QUESTIONS AND
DOWNLOADING FILES
Enter questions here
To download files
Select file then choose the icon
3 HP Restricted

4. PARTICIPANT TOOLS
Send feedback to presenters
Raise and lower hand
Best Practices and FAQ’s
Maximize Presentation
4 HP Restricted

5. HP SALES MANAGEMENT
SPEAKER SERIES: COACHING
SALES FOR BETTER
PERFORMANCE
Session 1: Coaching Through Change
Mercuri International and Performance Methods, Inc.
© Copyright 2011 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice. HP Restricted

6. SPEAKERS
6 HP Restricted

7. COACHING SALES FOR BETTER PERFORMANCE
7 HP Restricted

8. CHANGE IS CONSTANT
8 HP Restricted

9. WHAT IS REQUIRED TO ADAPT TO A RAPIDLY
CHANGING BUSINESS ENVIRONMENT?
9 HP Restricted

10. ROLE OF THE SALES MANAGER
10 HP Restricted

11. POLL
Over the past 24 months, which of the following changes have
you most often seen at your customers?
A. Organizational Restructuring
B. Key Contacts Leaving the Business
C. New Strategic Initiatives to Lower Cost
D. New Strategic Initiatives to Drive Growth
11 HP Restricted

12. POLL RESULTS
12 HP Restricted

13. POLL
Over the next year, which of the following changes to you
expect to see most often at your customers?
A. Organizational Restructuring
B. Key Contacts Leaving the Business
C. New Strategic Initiatives to Lower Cost
D. New Strategic Initiatives to Drive Growth
13 HP Restricted

14. POLL RESULTS
14 HP Restricted

15. Now Hearing From:
Des Lee
Founding Director of
The Executive
Change Group and
Former CIO of
Lloyd’s of London,
Kingfisher Group,
Unilever, and Nestle
Rowntree
15 HP Restricted

16. CHANGE FRAME
New Roles
Bu
s
er
sin
iv
Team Change View
Dr
es
s
s
es
In
sin
iti
at
Bu
iv
es
My Change View
My Change Reaction
s
ic
am
n
Dy
M
ar
n
io
ke
Team Change Reaction
at
tD
z
ni
yn
a
am
rg
O
ic
s
New Leadership
16 HP Restricted

17. COACHING THROUGH CHANGE
Coaching
Style
S.T.A.R.
Coaching
Plan
Change
Velocity
17 HP Restricted

18. CHANGE VELOCITY
Status Quo Pragmatic Initiator
Reactive Proactive
Committing
Exploring
Resisting
Denying
Change Velocity = Change View X Change Reaction X Change Motivation
18 HP Restricted

19. CHANGE VIEW
Status Quo Pragmatic Initiator
•Accept the way it is •Explore the existing •Prefer faster & more
situation in an open & radical approach to
•Prefer current objective manner change
circumstances over the
unknown •Advocate change that •Prefer significant and
aligns with current expansive change
•Prefer incremental circumstances
change •Challenge existing
•Interest in what will structure
•Best at gradual & work in a given
continuous improvement circumstance
Source: Adapted from Change Style Concepts
19 HP Restricted

20. CHANGE REACTION
Phase 1 Phase 2 Phase 3 Phase 4
Denying Resisting Exploring Committing
• Refusal to believe the • Dig in to preserve familiar • Look for ways to meet the • Emergence of new ways of
change is needed ways challenge thinking & behaving
• Ignoring information that • Show anger, negative or • Shift from holding on to the • Decide change approach &
shows a demand for pessimistic thoughts past to looking forward to how to implement
change
the future
• Express frustration, anxiety • Other signs:
• Greatest obstacle to and fear • Inquire about change &
organizational change
strategies for change • Acceptance of the
• Other signs: change
• Other signs:
• Other Signs:
• Withdrawn • On-going effort to
• Minimize implications
• Open to sharing learn & adapt
• Self-absorbed
• Exaggerate
• Listen to ideas • Focus on moving
implications • Inaction regarding the change forward
Source: Adaptability Responding to Change
20 HP Restricted

21. MOTIVATING CHANGE
Poor Average Good
Performer Performer Performer
Three areas to agree:
• That the individual believes they can do better…
• That the coach can help…
• That life will be better or easier if they improve…
21 HP Restricted

22. Now Hearing From:
Pierre Hoffer
Presales Manager
Enterprise Servers
and Storage
HP France
22 HP Restricted

23. COACHING FOR RESULTS:
“LET YOU FLY & GUIDE YOU ALONG THE PATH”
Coaching Style Coaching Style
• Provide guidance • Review flight plans
• Periodic reviews • Periodically re-calibrate
Flying
• Regular check points • Periodically follow-up
• “Fix the plane” • “Share flight experiences”
Coaching Results “Mechanic” “Navigator” Coaching Results
• Less time consuming • Less time consuming
• Greater team growth • Team continuously grows
• Greater team ownership (Proven Results & (Proven Results & • Team ownership
Team Take Off
• “Team taking off” • “Team is flying”
Limited Experience) Strong Experience)
Coaching Style Coaching Style
• Directing actions “Pilot” “Co-Pilot” • Help prepare
• Frequent reviews • Regular reviews
• Follow-up on actions Regular follow-up
Grounded
•
• “Fly the plane”
(Unproven Results & (Unproven Results & • “Co-Pilot for the plane”
Coaching Results Coaching Results
Limited Experience) Strong Experience)
• Time consuming • Time consuming
• Limited team growth • Team growth starting
• Limited team ownership Directing Coaching Enabling • Co-ownership with team
• “Team grounded” • “Team taxiing for takeoff”
23 HP Restricted

24. Now Hearing From:
Tom Lamkin
Central Region Sales
Director HP Financial
Services
HP US
24 HP Restricted

25. S.T.A.R. COACH PLAN
• Observe performance against identified goals
1. Observe • Identify specific behavior and supporting examples
See it = Behavior • Identify strengths and areas to change
• Determine appropriate coaching style for the individual
• Ask, don’t tell…start with the individual’s observations
2. Discuss • First discuss what went well and then areas for improvement
Talk about it = Observations • Share your observations
• Gain agreement on areas requiring improvement
• Motivate the individual to change
3. Plan • Agree on priorities and specific goals
Agree to it = Actions • Identify next steps – SMART objectives
• Establish metrics for results, activities and skills and knowledge
• Monitor progress and observe behavior
4. Create
Reinforce it = Accountability
• Follow through and follow up
• Provide ongoing feedback
25 HP Restricted

26. COACHING THROUGH CHANGE
26 HP Restricted

27. PLEASE COMPLETE OUR SURVEY
Click the link below to complete the webinar survey:
http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/
27 HP Restricted

28. QUESTIONS
AND ANSWERS
Enter questions here
Click the link below to complete the survey:
http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/

29. COACHING SALES FOR BETTER PERFORMANCE
Register for the replay Click to register Click to register Click to register Click to register
29 HP Restricted