Better coaching
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skeleton presentation; Coaching (vs. Managing) requires a relationship, which in turn requires trust. How quickly and effectively you build trust will in large part relate directly to the success of your employees & will be reflected in performance (can be sales-specific, but not exclusively a sales module)
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Better coaching
- 1. Better Coaching BUILDING TRUST, BUILDING SUCCESS
- 2. Why Are We Here? By the end of the workshop, I want to know how to…. By the end of the workshop, I want to improve my ability to… To me, a good coach is ….. WHITAKER_PEOPLERESULTS™
- 3. Why Are We Here? To level set “Coaching” To learn how to build trust Between you and your direct reports Between your direct reports and their customers To work together to develop specific, actionable plans to drive performance WHITAKER_PEOPLERESULTS
- 4. Good Coaches Build Trust
- 5. What is Trust? Trust: firm belief in the reliability, truth, ability, or strength of someone or something. Confidence Faith Conviction WHITAKER_PEOPLERESULTS
- 6. Earning Trust He always We’ve got He’s my ‘Go comes through good To’ guy. for me. rapport. We have a solid relationship. He’s got my back. I can count on him. WHITAKER_PEOPLERESULTS
- 7. Why Trust? Intuition tells us that trust reaps benefits. Research shows that trust drives business results and accelerates performance. 2002 Watson Wyatt study → High-trust organizations have much higher return to shareholders Want better sales? Build trust with customers Want better employee performance? Earn trust from employees WHITAKER_PEOPLERESULTS
- 8. Building Trust: Walk the Walk It’s about your actions Demonstrate respect Show & expect loyalty Keep your commitments Be transparent Be accountable, encourage accountability WHITAKER_PEOPLERESULTS
- 9. Group Exercise: Respect and Loyalty Group One → coaches and employees Group Two → employees and customers Your Task: List ways we fail to demonstrate respect, show and expect loyalty WHITAKER_PEOPLERESULTS
- 10. Group Exercise: Respect and Loyalty Flip it… Group One → employees and customers Group Two → coaches and employees Your Task: List ways we can demonstrate respect and show and expect loyalty WHITAKER_PEOPLERESULTS
- 11. Walk the Walk: Keeping Commitments Things written match verbal feedback Interaction schedule is consistent Follow through, don’t promise what you can’t deliver Show up on time, don’t double or triple book your calendar Follow through, even when it inconvenient or difficult Carefully weigh any changes you make to priorities WHITAKER_PEOPLERESULTS
- 12. Be Predictable Life is unpredictable. You shouldn’t be. Your objectives are clear. No hidden agendas or politicking. Your emotions are controlled. No passive aggressiveness or emotional blackmail. Your behavior is consistent no matter what the situation. WHITAKER_PEOPLERESULTS
- 13. Group Exercise: Show and Tell Demographics (age, gender, experience level) Level of commitment (low, medium, high) Competence level (low, medium, high) Share comments from your pre-work matrix Any other pertinent tidbits WHITAKER_PEOPLERESULTS
Hinweis der Redaktion
- Ok, so we’ve seen lots of coaches. And today we’re going to talk in detail about how to improve as a coach. At least, that’s what I was told we were here to do. Let’s hear from you though… As part of your pre-work, you should have answered three statements. It’s time to bring them out. Let’s go around the room and talk about what we’re looking to get out of the next four hours. [Facilitator: Write the answers on a flipchart, then set it aside for wrapping up at the end of the session.]
- Building trust is an ongoing process. It can be time intensive. As a manager, you need to speed up that process to quickly build trust with new MSR’s, and/or re-build trust with existing salespeople under your supervision. That’s quite a job. Before we talk about how to build trust, let’s make sure we’re all on the same page about what trust is, why it’s important
- So, it’s probably pretty self-evident, but trust is essential in any relationship. Think about the great relationships you have right now- with your spouse, your best friend, a parent, a customer. Now think about someone you don’t trust. Maybe a neighbor, a coworker, a “frenemy.” You don’t have to be a psychologist to know that you would put more energy and effort into helping someone you trust achieve success than you would helping someone you don’t trust. Research supports it. In a 2002 study, Watson Wyatt found that high-trust organizations outperformed low-trust organizations in total return to shareholders by 286 percent. A 2005 study of Fortune 100 companies shows four times the returns for high-trust companies.So if you want to sell more, make sure you’re earning trust from your customers. Not only will they buy more, they will refer new business to you.Want your people to perform better, want more innovation? Make sure you’re doing your part to increase trust with your employees. When you do, there will be more information sharing, more risk taking, more tolerance for mistakes- all of which promotes innovation and creativity.We all know how important trust is. Let’s talk about some ways to start building trust.
- It’s time for some show and tell. Each person gets 2 minutes to present their most challenging employee. I will scribe the short term (in next quarter) and long term strategies that the group throws out. We’re looking for things that the coach could change, do, consider, or adjust. It’s ok to give advice. Be as actionable as possible. <5-7 minutes per person to brainstorm> [Facilitator note: each person gets a flipchart page. Keep the flipchart posted. They will be used afterward.]