- 1.Elite Training Systems Coaching Personalized mentorship
program to address core issues, prohibiting the client from
advancing professionally.
2. The Definition of a Coach
- One who instructs or trains.
- To instruct, direct or prompt.
- To train intensively (as by instruction and
demonstration).
- Merriam- Websters Collegiate Dictionary
3. Point of Interest
- Great players dont always make great coaches and great coaches
werent necessarily the greatest players.
4. Why People Need a Coach
- Training/Teaching/Educating/Informing.
- Wisdom knowledge gained from other experiences - different
perception simplify complicated issues.
- Accountability goal setting and achievement.
- Identify issues, concerns, mental blocks, etc. (see the forest
for the trees).
- Introduce systems, processes and procedures to steamline
business practices.
- Assist in the creation/implementation of tools.
- Intuitiveness ability to see what you cannot and raise
consciousness of client in areas of concern.
5. Four Levels of Consciousness
- Unconsciously Incompetent
- The coachs role is to elevate the performance of the student.In
doing so the coach must raise their consciousness.
6. Reasons Coaching Fails
- Poor explanation or insufficient communication.
- Lack of commitment to the coaching program.
- Insufficient follow through/implementation by client.
- Client discomfort, disbelief, dishonesty regarding a tool or
idea that was to be implemented.
- Not a priority other issues take precedent.
- Insufficient resources to follow through with suggestions.
- Inflexibility from either party.
- Poor coaching environment noisy, interruptions etc.
7. Ensuring the Desired Outcome
- Respectful cooperation flexibility with in reasonable
parameters - put personalities aside.
- Open effective communication client supplies appropriate
information - quality explanations by coach clarification questions
from client.
- Advance agreement of degree of client accountability.
- Client to provide consistent updates regarding progress,
resource issues and other obstacles.
- Client to provide suitable coaching location.
- Coaching contract to acknowledge commitment.
8. Why People or Companies Perform Poorly
- Poor or inadequate soft skills training.
- Poor or inadequate product knowledge training.
- Inadequate equipment (job related tools).
- Time constraints (real or perceived).
9. Why People or Companies Perform Poorly - continued
- Unwilling to change (try new ideas, implement different
techniques).
- Unable to change (intellectual or emotional reasons).
10. The Coach Must Ask Himself
- Which of the aforementioned reasons apply?
- Is coaching needed to solve the problem?
- If yes, what should the coaching sessions address?
11. The Coach Must Ask the Student
- Is this person conscious of what they are supposed to do and
when?
- What is the specific difference between the present and the
desiredperformance level?
- Does the person know and accept that his or her performance is
unsatisfactory?
12. The Coach Must Ask the Student continued
- Does the person have the skills required to perform his
duties?
- Is the performance standard realistic?
- What is the impact of the substandard performance?
- Are adequate resources available to do the job?
13. The Coach Must Ask the Student continued
- Is it possible to address the obstacles affecting performance
or are they beyond the persons control?
- Does positive performance yield sufficient rewards?
- Is the person intellectually and motivationally capable of
doing the job if the desire is present?
14. What is the Answer?
- I encourage you to take appropriate measures.
- Review the Sales and Business Coaching Model.
- Discuss the stage for coaching sessions.
15. Coaching Testimonial
- I have been working in sales for 11 years, 7 years as an
outside sales representative in Germany selling technical
components and systems to large companies. Im a Mechanical
Engineer, with an M.B.A. in International Marketing. I consider
myself smart in some ways but had to realize from various feedback
that this is by no means a guarantee for success, especially after
relocating to Canada and moving up into a Sales Management position
where different skills are required.
- I was referred to Marshall by a business associate and have to
admit being a little skeptical initially about being coached. After
closely working with Marshall and being coached individually as
well as spending time in the field with him, meeting clients, I
understand how blind one can be without forward thinking. His
outside feedback and critic ,provided solutions to help me make
necessary alterations to my behaviour. Marshalls very well executed
coaching program has exceeded my expectations in all ways. Thank
you Marshall!
- Christoph Neuscheler, Regional Manager BC & Yukon,
- Bosch Rexroth Canada Corp.
16. Coaching Testimonial
- This is an exciting time in my life as I attempt to walk-away
from a successful 30+ year
- career in the field of information technology into that of a
Real Estate Sales
- Professional. Over the span of my career the learning of new
tools and techniques was
- accomplished through either a formal classroom style or the old
fashion method of taking
- book and pen in hand to do-it-yourself. Never in my career have
I had the opportunity to
- work one-on-one with a personal coach. It's quite a different
experience, especially with
- an individual as talented as Marshall is. It's hard to believe
that before our first session
- was completed, it seemed like Marshall and I had known each
other for years; within a
- brief short 60 minutes, Marshall had already carved-out my
'path of coaching' with
- emphasis on my future success. Marshall was an excellent
motivator for me, he came to
- all our coaching sessions with a high level of energy that made
me want to get out there
- and accomplish my goals, utilizing my new-found skills. Thanks
to Marshall's unique style
- of coaching I feel better educated and confident to handle the
various sales challenges
- Marie Sargent, Sales Representative, Prudential Grand Valley
Realty
17. Coaching Testimonial
- Working with Marshall was a significant and valuable
- experience. Our weekly sessions had a powerful influence on me
and continue to impact my professional and personal life. Starting
with the 16PF personality questionnaire which is used to create
the
- Elite Performer Selection Report and focusing on the areas
specific to my needs, we got right down to business without the
need of revisiting much of the typical sales training information
that I am already familiar with. Marshalls keen insight into the
behaviours of
- buyers and sellers is the most useful education Ive encountered
in years. Thanks Marshall, youre the greatest!
- Keith Marshall, Account Executive, Rex Magazine
18. Coaching Testimonial
- During a one week in-field coaching session Mr. Northcott came
with me as
- an observer to evaluate my present sales skills and provide me
with
- feedback after each visit and at the end of the trip.It is not
always a
- pleasant feeling to have someone "look over your shoulder",
however the
- way he interacted with myself and my customers made me almost
forget
- that I was being monitored.It felt like a natural setting with
one of my
- colleagues joining me on a customer call.His feedback was very
valuable
- and precise and gave me the opportunity to put his
recommendations into
- action right away to see immediate results.Mr. Northcott was
detailed,
- with examples of the occurrences and with ideas on how to
improve.He
- presented this feedback in a very positive way, as well
pointing out what
- in his opinion was well or very well done.I highly recommend
the services
- of Marshall Northcott, SMP Strategies and Elite Training
Systems.
- Thilo Biedermann, Area Manager, Gotz, North America
19. 20. Ideal Coaching Environment
- Sessions should be held in a private place where we cannot be
heard.
- Only the Coach and Client(s) should be present.
- Adequate time slot blocked off for session.
- Focus on the topic(s) at hand for session.
- All are warm, friendly, cooperative, respectful, calm and
positive.
21. Primary Contributors to Performance 22. Impact of
Personality
- Research suggests that 45% your performance abilities are
dictated by personality.
- Personality is broken down into sixteen different variables for
analysis.
- When any of these variables is out of balance it has the
ability to negatively impact performance as a whole.
- The affect is not firing on all cylinders.
23. Coaching Comparison
- Program is directed towards the business and sales aspects of
the clients life.
- The blanket approach to coaching is less effective because it
may not address individual personality needs.
- The client is a whole person and using the E.P.S.R. we are able
to drill down into very specific areas of an individuals
personality.
- The client is coached as a whole both personally and
professionally.
24. The Elite Performer Selection Report 25. Gut Feel
Recruiting
- Many years ago my Sales Manager shared with me, I wish I had a
crystal ball in order to hire the best candidates.
- The Pareto Principle (80/20 rule) tells us that we only have a
one in five chance of making a quality gut feel decision.
- The E.P.S.R. gives you an unfair advantage.
26. What is the Elite Performer Selection Report?
- A tool that has been created based on the findings of the
comprehensive 10 year Toronto based Elite Performer Study
1987-1996
- The purpose of the Study was to determine what separated Elite
Performers from the otherwise average, to good performers.
- Throughout the process, the best of Standardized Tests were
used, with results being carefully monitored by Psychologists
trained in both Research Methodology and advanced
Psychometrics.
- In total, slightly more than 15,000 business people were
assessed, with over 200 professions represented.
27. What is the Elite Performer Selection Report? -
continued
- All areas of the United States and Canada were represented with
separate Scoring.
- Norms being established for gender, age, ethnicity and
geographic location.
- Separate norms have also been established to distinguish Elite
Performers from each of the professions represented as well.
- The Elite Performer Study, and the conclusions drawn, has been
evaluated and validated by three separate Research
Corporations.
28. Who Can Benefit from Using the Report?
- Human Resources Departments.
- Managers/Mentors/Department Heads.
- Trainers/Training Department.
- Anyone wanting to Self-Assess and Self-Coach.
29. How Does the Report Benefit Users?
- Prescreening potential candidates and job applicants.Improved
screening = better quality hires and increased retention.
- Assessing existing staff and team members.
- Saves time, expedites the initialassessment process and reduces
overall coaching time.
- Identifies personal strengths and traits that can be the root
cause of concern(s).
30. How Does the Report Benefit Users? - continued
- Provides questions and a strategy to assure accurate results
when screening and or coaching.
- Pinpoints red flags that may create business issues.For
example; resistance to working in a team environment, unrealistic
job related expectations or reluctance to communicate.
31. The Author of the Study
- From 1987-1996, Dr. Ray Metcalfe spearheaded the Toronto-based
Elite Performer Study.
- Dr. Metcalfe is a psychologist and psychotherapist who has
invested over 25 years specializing in systematically moving high
performers up to even higher levels of achievement.
- For over twenty years now Dr. Metcalfe has been a Consultant to
Elite level performers.
- His client base includes: Senior Executives, Business Owners,
Entrepreneurs, Financial Services Sales Representatives and
Managers, Personal and Business Coaches, as well as Amateur and
Professional Athletes.
32. The Author of the Study (continued)
- In 1987, he commenced the "Elite Performer Study" in order to
clearly define the mindset, attitude, motivators, psychological
makeup and behaviours of Elite Performers.
- In total, over 15,000 individuals throughout Canada and the
United States were carefully evaluated.
- Interest in the Elite Performer Study has been so great that
Dr. Metcalfe has developed the first scientifically validated
Coaching Program for Elite Performers, which will assess the
individual's potential to become an Elite Performer, and then
carefully monitor him/her as they proceed towards their goals and
to attain their potential.
33. Critical Questions that Were Asked
- Going into the Study, specific underlying questions were first
established.A few of the most basic areas which needed to be
addressed included questions such as:
- Can Elite Performers be consistently identified?
- Can those who have the potential to become Elite Performers (a
critical concern for Personal and Business Coaches) also be
identified?
- What, specifically, predicts Elite Performance?
34. Critical Questions that Were Asked - continued
- Do these predictors remain constant from profession to
profession, or do they change?
- If they do change, in what manner does this occur?
- Can Elite Performers be developed through coaching and or
training?
- Can a product be developed which can be used for the selection,
coaching and training of Elite Performers?
35. A Comment on Methodology
- Fundamental to the success of the Elite Performer Study was the
implementation of proper research methodology.
- At the core of the research was the goal of assessing and
exploring three critical areas.
- To determine, clearly define, and measure specific areas of
performance, as distinct from the typical and erroneous method of
profiling, which tends to be descriptive, but non-predictive in
nature.
- Not how an individual scored in a generic sense, measured in an
abstract manner against a general population base, but rather, how
did our respondents score, when tested, when their scores were
measured against their actual workplace performance.
36. A Comment on Methodology (continued)
- To establish specific performance criteria, which would be
consistently predictive of Elite Performers.
- A specific research form was designed and completed in addition
to the Standardized Personality Test which was also filled in by
all respondents.
- By carefully designing questions which would indicate, in an
objective manner, how each candidate was doing in his or her
profession, a correlational analysis could be drawn, whereby
specific areas of work performance could be measured against each
persons Personality Structure.
- It was then possible to establish a clear measure of how Elite
Performers differed, in terms of specific work performance from
those who were not attaining such high levels of achievement.
37. From the Study Critical Finding 1
- Because the research was embedded in actual workplace
performance data, it is now possible to determine, with 100%
reliability, those who are the Elite Performers (critical for
selection), or who have definite Elite Performer potential.
38.
- Due to the breadth of the study, Elite Performers may be
identified from a number of specific professional areas. Validation
studies conducted prove high performers from areas such as: Senior
Executives, Sales Professionals, Business Owners and Entrepreneurs
can be identified. Other areas of interest where validation studies
have proven valid include Team Building and high-performance
Corporate Culture analysis.
From the Study Critical Finding 2 39.
- With the development of the Elite Performer Selection Report
those in the hiring, coaching and training professions now have a
unique product which they may incorporate into their practices.The
Report identifies six common areas of strength, predictive of Elite
Performance.By embedding these areas onto a readily accessible
Report, it is now possible for a coach or trainer, at a glance, to
know where to invest their time in assisting their client or
employee.A Standardized Personality Test was used, so coaches and
trainers may now learn how to do in-depth counseling, using the
individual Personality Factors, which are also available through
the Report.As such, rather than exclude a critical area of
counseling, both the personal and the professional side of things
can now be addressed.
From the Study Critical Finding 3 40. Point of Interest - 1
- For those who work specifically in the sales industry, one
illustration of what can now be done may be of interest. According
to the Life Underwriters Association of Canada, the retention rate
of the Canadian financial services industry, after a five-year
period of hiring, is 22%. This means that 78% of those hired today,
will have left their home company within five years. Furthermore,
over half of those who do leave their company, do so within the
first year.
41. Point of Interest - 2
- According to a Senior Regional Manager with one of our major
banks, it costs somewhere between $50,000 $100,000 to select and
train a new Sales Representative.In contrast to these numbers,
where the Elite Performer Selection Report has been used, a 100%
retention rate is the norm, with Elite Performers demonstrating a
minimum of more than 7 times the sales volume that is currently
generated where other methods of selection are employed.
42. Personal Rating According to Years in Business (see
explanation on the two following slides) 43. Personal Rating
- As part of the Elite Performer Study, a large number of Sales
Representatives, Executives and Entrepreneurs were asked to rate
themselves against others in the same line of work as themselves,
in terms of overall performance.
- The percentile rating was used to calculate the results, so if
they said 60%, they werein the top 60% etc.
- On average, in years 1-3, the most critical years, the
respondents only averaged a personal ratingat around the 60% range
i.e. "I am only at the 60th percentile as compared to my
peers".
- In other words, their overallpersonal rating (tends to
correlate with self-image) is significantly holding them back and
also corresponds with their actual performance when compared with
what their actual performance level was.
44. Personal Rating (continued)
- This is not self-correcting, and stays about the same for all
of the first 3 years.
- Within the first 3 years, however, 90% ofnew businesses tend to
fail and struggling sales staff quit or are fired.
- In contrast, when people scored in the desiredrange on the
Elite Performer Selection Report, their Personal Ratings are
typical of those at the 10th year level, whether in their first
year of Sales, Management etc. or later.
- As a result, theiractual level of performance is far higher (in
Sales, the Elite Performer runs 7-8 times the Sales Volume as the
average performer) and the retention rate on average is over
90%.
45. The Elite Performer Selection Report
- It was hoped, going into the research, that specific areas
could be discovered which would consistently be predictive of high
level achievement.
- Also, that a unique tool could be developed to enable coaches,
and others, to evaluate, on the basis of validated research, the
potential and readiness of their employees or clients to make
progress, either personally or professionally.
- The essential findings, which tend to be predictive of high-end
performance, may be assessed by viewing the Critical Elite
Performance Areas on a following slide.
46. The Elite Performer Selection Report
- Of the several standardized tests that were used, Personality
Structure was, by far, the best and most consistent predictor of
performance.
- When Elite Performers were assessed from different professional
groups, the same six areas of requirement consistently came
through, at a 100% predictability rate.
- Contrary to popular opinion, much of which falls into the pop
psychology mold, coaches are now able to move away from the
non-predictive personality profiling, to looking for a range of
strengths, developed from an actual measuring of how an individual
is going to perform on the job.
47. Comparison to Alternative Testing Tools - 1
- Alternate methods use a "level B Test".
- This means the Report is based upon a level of test that
typically only those with a minimum of an MA in Psychology, and
with MA Courses in Statistics and Psychometrics can purchase.
- The 16PF (used for the E.P.S.R.) is a "level B" Test, which
enables us to go much deeper into an analysis and detail of an
individual when we do our diagnostics.
- Level A Tests which include the Disc and Myers Briggs tests are
"ok", but not specifically designed for detailed or in-depth
analysis.
48. Comparison to Alternative Testing Tools - 2
- The Report is based upon actual Performance at work".
- As such, we analyzed, very carefully, what was done by Elite
Performers, and then did a correlation analysis whereby we were
able to determine what specific Strengths differentiated Elite
Performers from the rest.
49. Comparison to Alternative Testing Tools - 3
- At the current time, the Elite Performer Selection Report is
the onlyReport basedupon a validated study of exclusively Elite
Performers.
- As such, an individual is measured, not against "average", as
is the typical case, but against only the top 5% in the field.
50. Critical Elite Performance Areas
- Elevated Problem Solving Abilities
- High Drive and Personal Influence
- Emotional Resilience and Integration
- Self Controlled and Disciplined
- Good Interpersonal Skills
- Practical Able to understand theory and apply it in a practical
manner
51. Problem Solving Abilities
- Increased attention abilities and focus.
- Greater creativity and innovation.
- Enhanced speed of recall.
- Greater overall capacity.
52. Drive
- Improved physical balance and coordination.
- Greater ease at speaking in public.
- Enhanced strength and clarity of voice.
- Elevated energy and assertiveness.
- Improved self-image, stronger.
53. Emotional Resilience
- Ability to cope and to bounce back.
- Composure and patience with people and circumstances.
- Deals better with change and risk.
54. Self-Control
- Sense of personal direction.
- Greater role consciousness.
- Enhanced appreciation of detail and orderliness.
- Timeliness and project completion.
- Goal-Setting and planning.
55. Inter-Personal Style
- Greater warmth and enthusiasm.
- Greater openness to people, things and ideas.
- Greater curiosity and more risk oriented.
- Better sense of direction in life.
56. Practicality
- Overall feeling of being Grounded
- Sense of Self and Presence
- Brings objects and tasks to completion.
- Improved self-discipline.
- More trusting of own judgment andinstincts.
57. Recap
- E.P.S.R. is a product based uponPerformance , not uponProfiling
.
- A tool to select those who will behigh achievers , not
average.
- A method for selecting those who are going to stay with an
organization.The E.P.S.R. is virtually 100% effective in dealing
with retention.
58. Recap - continued
- Selecting candidates who will consistently bring ina great deal
of new business. The 6 Performance Areas now address and deal with
this especially the Durability, Resilience and Reasoning areas of
performance.
- Reveals those who easily adapt to new Corporate Cultures and
will fit in well on high-performance teams.
- A product that assists Head Office to select Sales Managers and
Executives which The E.P.S.R. is now validated to do as well.
59. The Qualitative Difference
- What separates the Elite Performer from the rest?
- He or she is not just a harder worker.
- There is a qualitative difference in thinking.
- The E.P.S.R. provides the coach with a means to bring about
this particular mindset.
- Once the mindset has been developed based on the research it
seems to stay.
- Elite Performance can be taught, learned and maintained with
individuals, groups and for leadership development.
60. Elite Performer Business and Performance Cycle Target Range
on all Factors Emotionally Integrated with High Drive and
Resilience Socially Comfortable, Intuitive and Friendly Reasons
Well and Understands Needs of Client FollowsThrough and Provides
Solution 61. The Testing
- Requires a place where the subject can work uninterrupted for
30-35 minutes to complete the test.
- Results are electronically compiled and sent to the key contact
person within twenty-four hours.
- Testing Fee: $195.00 (quantity discounts available) Included
with coaching program.
62. Client Needs and Readiness are Assessed Client Coaching
Model is Applied Elite Training Systems Coaching Model 63. Coaching
Model Coaching Client Intelligence, Motivation and Personality
Personal Life Business Management Skills Sales Skills Elite
Performer Selection Report (A Measurement of Mindset) Experience
Experience Experience 64. The Coaching Program
- Hourly (occasionally two hour) sessions.
- Weekly for the first three months.
- Bi-weekly for the balance of the sessions.
- Fee: Call for hourly session fee.
- Invoiced in blocks of ten sessions in advance.
- Payment by cheque, Visa or Master Card.
65. Reviewing the Results
- For those using the testing for screening of applicants the
results/questions are in-depth and self-explanatory.
- Assistance is available on an as needed basis.
- For coaching clients, the assessment will be reviewed at a
subsequent session and will form the foundation for ongoing
mentoring.
66. Getting Started
- Give SMP Strategies the go-ahead to proceed.(Authorize the
paperwork and coaching contract.)
- Schedule our first coaching session.
- We will communicate on your behalf to have an email sent to you
with log in information, a user identification and password.
- Complete the testing with in a day or two of receiving the
email.
- Assessment will be reviewed during the first session.
67. Contact Information
- 75 Dundas Street North, P.O. Box 27007
- Phone: 519-624-9964Fax: 519-624-7138
- Web Site: www.elitetrainingsystems.ca
- Click enter to conclude this presentation!