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Tips To More Effective Coaching

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A short "course" in sales management coaching

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Tips To More Effective Coaching

  1. 1. Coaching for Optimum Performance How to activate individual achievement, lead teams to better performance and reach individual and group goals
  2. 2. What is coaching? <ul><li>Coaching is: </li></ul><ul><ul><li>Instructing, disciplining, inspiring </li></ul></ul><ul><ul><ul><li>“ (people) come to you with skills and talents; your job is to instruct, discipline and inspire them to do things better than they thought they could do them on their own.” </li></ul></ul></ul><ul><ul><ul><ul><li>Don Shula and Ken Blanchard from the book, Everyone’s A Coach </li></ul></ul></ul></ul><ul><ul><li>A developmental process. </li></ul></ul><ul><ul><ul><li>The most effective way to develop others. </li></ul></ul></ul><ul><ul><ul><li>We coach either deliberately or by default. </li></ul></ul></ul><ul><ul><ul><ul><li>Everything we do as a manager influences our people and could be termed coaching. </li></ul></ul></ul></ul><ul><li>Managers COACH </li></ul><ul><ul><li>C ommunicate performance expectations </li></ul></ul><ul><ul><li>O bserve performance </li></ul></ul><ul><ul><li>A nalyze performance </li></ul></ul><ul><ul><li>C oach for optimum performance </li></ul></ul><ul><ul><li>H old people accountable to agreed upon performance </li></ul></ul>
  3. 3. Four attitudes toward coaching <ul><li>Attitude #1 </li></ul><ul><ul><li>I’m not a coach, I’m a manager. I tell my people when they do something wrong and expect them to correct it. If they don’t they will suffer the consequences. </li></ul></ul><ul><li>Attitude #2 </li></ul><ul><ul><li>I’m not a coach, I’m a manager. Besides, coaching doesn’t do any good. People don’t want me messing in their lives. If they need to learn something new, they’ll do it on their own when they want to. If they want help, they’ll ask for it, otherwise I can do little or nothing to help them improve. Some of them have more experience than I do. </li></ul></ul><ul><li>Attitude #3 </li></ul><ul><ul><li>I’m a manager and I coach by praising my people. That’s all they need, is plenty of praise from someone they like. That’s all it takes to get them to improve. I don’t talk about any negatives; that only demoralizes them. If you overlook the negatives and give them plenty of praise, they’ll come around. </li></ul></ul><ul><li>Attitude #4 </li></ul><ul><ul><li>I’m a manager and a coach. I feel that people enjoy their work and are motivated to grow when they take an active part in identifying personal improvement areas and setting improvement goals. I work with each of them to help them identify these areas, set goals, and hold them accountable for meeting their goals. </li></ul></ul>
  4. 4. Two kinds of coaching <ul><li>Directive </li></ul><ul><ul><li>Gives advice and instructions on how to do something more effectively </li></ul></ul><ul><li>Non -Directive </li></ul><ul><ul><li>Asks questions that allow the person to learn </li></ul></ul>
  5. 5. Directive coaching <ul><li>Directive </li></ul><ul><ul><li>Coach is presumed to be more experienced. </li></ul></ul><ul><ul><ul><li>Departs knowledge and wisdom </li></ul></ul></ul><ul><ul><ul><ul><li>“You shouldn’t eat before you go swimming. You could get cramps and drown.” </li></ul></ul></ul></ul><ul><ul><ul><ul><li>“Close your mouth while you chew.” </li></ul></ul></ul></ul><ul><ul><ul><ul><li>“Remember, a complete transaction consists of at least one credit and one debit.” </li></ul></ul></ul></ul><ul><ul><ul><li>Attitude is: </li></ul></ul></ul><ul><ul><ul><ul><li>“Because of my knowledge and experience, I can guide you.” </li></ul></ul></ul></ul>
  6. 6. Non-directive coaching <ul><li>Non-directive </li></ul><ul><ul><li>Fundamentally different way of helping others </li></ul></ul><ul><ul><ul><li>Attitude is: </li></ul></ul></ul><ul><ul><ul><ul><li>“ I will help you learn to help yourself.” </li></ul></ul></ul></ul><ul><ul><li>Don’t give answers; ask questions </li></ul></ul><ul><ul><ul><li>Facilitate the discovery process </li></ul></ul></ul><ul><ul><ul><ul><li>Directive coaches give people a fish </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Non-directive coaches teach people how to fish! </li></ul></ul></ul></ul><ul><li>Directive vs Non-directive coaching: </li></ul><ul><ul><li>Which </li></ul></ul><ul><ul><ul><li>takes longer to do? D or N ? </li></ul></ul></ul><ul><ul><ul><li>is more powerful? D or N ? </li></ul></ul></ul><ul><ul><ul><li>is more lasting in its effects? D or N ? </li></ul></ul></ul>
  7. 7. <ul><li>“ Jim, I want you to paint those upper windows. How can you get up there to do that? </li></ul><ul><li>“ What can you do to ensure that the ladder is stable and won’t fall?” </li></ul><ul><li>“ How far do you think you’ll have to extend the ladder so that you can hold on with one hand and paint with the other?” </li></ul><ul><li>“ What do you think would be the outcome of standing on either the top rung or the next to top rung?” </li></ul><ul><li>What can you do if you find the ladder isn’t far enough extended to reach the top?” </li></ul><ul><li>“ Now, review for me what we’ve covered that you’re going to do?” </li></ul><ul><li>“ Tell me again why all that is important.” </li></ul><ul><li>Jim, you’ll have to use the extension ladder to reach the upper windows to paint them. Now here’s what you do. Set the ladder up so that it’s leaning against the window sill at the top and our far enough at the bottom to make an angle of about 70 degrees with the ground. Also, you want it extended far enough so that you can always grip the ladder with one hand while painting with the other. In other words, you should never stand on the top or next to the top rung. If you have to go that high, you should come back down the ladder and extend it farther. </li></ul><ul><li>Understand? </li></ul><ul><li>Good, then go to it. You know where I’ll be if you run into any problems. </li></ul>This is an example of (N) This is an example of (D) Directive or Non-Directive Coaching?
  8. 8. Asking Questions <ul><ul><li>Questions are an important part of effective coaching. Which kind of question is best for coaching, open-ended or close-ended? </li></ul></ul><ul><ul><ul><li>________________________ </li></ul></ul></ul><ul><ul><ul><ul><li>Why? __________________________________________________ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>_________________________ </li></ul></ul></ul></ul><ul><ul><li>Reword these questions: </li></ul></ul><ul><ul><ul><li>Did you Explore the Customer’s Needs? </li></ul></ul></ul><ul><ul><ul><li>Did you try to cross sell a check card? </li></ul></ul></ul><ul><ul><ul><li>Are there any questions? </li></ul></ul></ul><ul><ul><ul><li>Can you do that? </li></ul></ul></ul><ul><ul><ul><li>Are you comfortable with that? </li></ul></ul></ul><ul><ul><ul><li>Don’t you think you should stand up when the customer comes to your desk? </li></ul></ul></ul>
  9. 9. Two important keys <ul><ul><ul><li>Ask questions that focus specifically on performance actions and behaviors . </li></ul></ul></ul><ul><ul><ul><ul><li>Example: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>“ What are some examples of questions you might ask a customer to determine additional needs? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>“ What would an open-ended question sound like? Give me some examples.” </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Not focused on actions and behaviors: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>“ How do you think you did with that customer?” </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Ask for “Next Times” when you want something done differently: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>“ What can you do differently next time to start a customer thinking about needs other than the one they came in to take care of?” </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>“ How will that help a customer to possibly share other needs with you?” </li></ul></ul></ul></ul></ul>
  10. 10. Give balanced feedback <ul><li>Feedback </li></ul><ul><ul><li>Reinforces behavior that you want continued </li></ul></ul><ul><ul><li>Introduces behavior that you want done differently </li></ul></ul><ul><li>Feedback doesn’t talk about “right” and “wrong” </li></ul><ul><ul><li>It talks about what was done well and what needs to be done differently </li></ul></ul><ul><li>Feedback is most effective when it is </li></ul><ul><ul><li>Specific, not general </li></ul></ul><ul><ul><li>Based on observations and not hearsay </li></ul></ul><ul><ul><li>Supports the team member </li></ul></ul><ul><li>“ Feedback is the breakfast of champions!” </li></ul><ul><ul><ul><li>Ken Blanchard The One Minute Manager </li></ul></ul></ul>
  11. 11. Some feedback “don’ts” <ul><ul><ul><li>Don’t use words that sound judgmental </li></ul></ul></ul><ul><ul><ul><ul><li>“ You should stand up when customers come to your desk.” </li></ul></ul></ul></ul><ul><ul><ul><li>Don’t criticize </li></ul></ul></ul><ul><ul><ul><ul><li>“ You didn’t shake her hand.” </li></ul></ul></ul></ul><ul><ul><ul><li>Don’t use “but” between what you liked and what you want done differently “next time”. </li></ul></ul></ul><ul><ul><ul><ul><li>“I really liked your smile, but you didn’t ask the customer to take a seat.” </li></ul></ul></ul></ul>
  12. 12. Accountability <ul><ul><li>Accountability: </li></ul></ul><ul><ul><ul><li>“The process of holding one accountable to what they agreed to accomplish.” </li></ul></ul></ul><ul><ul><ul><li>Given the definition above, what two things must be present in order to have accountability? </li></ul></ul></ul><ul><ul><ul><li>____________________________________________________________________________________________________________________________________________ </li></ul></ul></ul>
  13. 13. Action Plans <ul><li>Action plans are an important part of effective coaching. They: </li></ul><ul><ul><li>Specify actions that show “how to do it” </li></ul></ul><ul><ul><ul><li>Steps to be taken </li></ul></ul></ul><ul><ul><ul><li>Who will do what </li></ul></ul></ul><ul><ul><ul><li>Target dates for achievement </li></ul></ul></ul><ul><ul><li>Provide follow up through tracking </li></ul></ul><ul><ul><li>Assure that each party understands what has been agreed upon </li></ul></ul><ul><ul><li>Require regularly scheduled accountability sessions to review </li></ul></ul><ul><ul><ul><li>No excuses on either side! </li></ul></ul></ul>
  14. 14. Accountability questions <ul><ul><li>“ What will you do to be prepared to ask more open-ended questions?” </li></ul></ul><ul><ul><li>“ When do you plan to have that done?” </li></ul></ul><ul><ul><li>“ Tell me your favorite ask permission/benefit question” </li></ul></ul><ul><ul><li>“ What other variations of this ask permission/benefit question do you use?” </li></ul></ul><ul><ul><li>“ What open-ended question do you use to determine a customer’s current financial situation?” </li></ul></ul><ul><ul><li>“ What do you say to get customers talking about their future financial needs?” </li></ul></ul><ul><ul><li>“ What do you say in order to be able to contact the customer at a future date without playing ‘speak to the recorder’?” </li></ul></ul><ul><ul><li>“ What response are you getting from customers when you follow up within two days?” </li></ul></ul><ul><ul><li>“ What response are you getting from customers when you follow up in two weeks?” </li></ul></ul><ul><ul><li>“ What additional opportunities are you finding when you follow up in two months?” </li></ul></ul>
  15. 15. Summary <ul><li>Coaches Develop People! </li></ul><ul><ul><li>“ (people) come to you with skills and talents; your job is to </li></ul></ul><ul><ul><ul><li>instruct, </li></ul></ul></ul><ul><ul><ul><li>discipline and </li></ul></ul></ul><ul><ul><ul><li>inspire them </li></ul></ul></ul><ul><ul><ul><li>to do things better than they thought they could do them on their own.” </li></ul></ul></ul><ul><ul><ul><ul><li>Don Shula and Ken Blanchard from the book, Everyone’s A Coach </li></ul></ul></ul></ul>

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