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SALES COACHING
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WHY MANAGERS DONT COACH?
They themselves are not coached[no role models]. The culture doesnot support coaching
They dont know how to coach [noskill]
They have little or no incentive oraccountability to coach - noinspiration or motivation
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DO NOT ENTER - WHAT EVERYCOACH NEEDS TO KNOW ABOUT
ZONES The Dead Zone
The Comfort Zone
The Panic Zone
The Stretch Zone
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THE DEAD ZONE
They are not actively interested inimproving
they take no initiative to get better
do not seek things that make themchange
they are people to whom things happen
they are resigned to things as theyare
they seek confirmation for their past
and present
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THE COMFORT ZONE
People in this zone want to be
effective they continue to do the same oldthings that have worked successfully in
the past fail to see that everything in the worldcontinues to change
they may be smart and work hard, butthey have blinders on
they fine-tune in response to change
but they dont change
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THE PANIC ZONE This is the zone of reactive
adjustment it wakes up people to get theirattention
because people feel panicked, theycant learn well or perform well here
burnout happens and quality suffers
people are pushed into indecision people are not competent to handlewhat is before them
may lead them into depressionzone
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THE STRETCH ZONE
It is entirely different from the otherzones and is a good place to live andwork
people are actively involved in their
work and are committed to developingthemselves they look for change in a major way
and actively seek to do thingsdifferently they are able to identify their blindspots and are open to feedback and to
compensate for them
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DIFFICULTY / ABILITY ZONES
Easy zone
Panic zone
Perceived ability
Pe
rceived
dif
ficulty
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CRITICAL SUCCESS FACTORS OF ACOACH
Role modeling - the coach lives thevision
Trustworthiness - the coach has
earned the trust of his or her people
Mutual respect - the coach respects
and is respected;it is a two-waystreet
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CRITICAL SUCCESS FACTORS OF ACOACH
Communication - the coach has goodcommunication skills
Experience / Value added - the coach
has relevant experience that allows himor her to add value
Praise - the coach gives positivefeedback
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SUCCESS FACTORS OF A BOSS
Title Power
Position
Authority Status
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THE BOSS MODEL
Boss is the one who can identify theright priority / problem
assess the source and magnitude of
the problem has the skill to correct it
by playing the role of an expert, the
manager can best help the personbeing coached change and improve
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THE COACH MODEL
Positions himself not as the expert butas a resource - coach/resource Vsboss/expert
uses knowledge and skills as tools tohelp people figure out problems andultimately self coach
this process not only helps thesalesperson to solve problems but toovercome future obstacles
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BALANCING FEEDBACK - Positives andAreas Of Improvement
Increase the amount of positive -feedback upfront
make the feedback specific
Focus on a few key things - dontoverload
close the door be open and honest
be on time
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BALANCING FEEDBACK - Positives andAreas Of Improvement
Dont be a Go-between
dont abdicate
Trust - and be trustworthy Love feedback
Give praise
Take your anger temperature
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RECEIVING FEEDBACK
Recognize that your tendency willprobably be to listen for what youdisagree with,not what you can learn
be quiet and listen with an ear to whatyou can learn
remain quiet and listen with an ear towhat you can learn
make a real effort to keep your mindon receive not send
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RECEIVING FEEDBACK
Fight the self talk that tells you toreject the feedback with unspokencomments [he doesnt understand, myreason for doing this was ]
listen for what you can use, not whatyou dont agree with
ask questions to learn more
take notes and review the comments
thank the giver
LEVELS IN DEVELOPMENTAL SALES
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LEVELS IN DEVELOPMENTAL SALESCOACHING
The process - understanding thefundamental process of coaching
The art - coaching for depth - helping
people go deeper to identify andremove their obstacles
The Heart - building the relationshipand forming the partnership betweencoach and salesperson
CONSULTATIVE COACHING MODEL
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CONSULTATIVE COACHING MODEL- SIX STEP CHECKLIST
Preparation The opening
Perception and needs [salespersons and
coachs - in that order] Identifying and removing obstacles
Closing with an action step
Follow-up / Monitoring
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STEP 1 - PREPARATION
Set objective before the session.What do you want to see as theoutcome?
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STEP 2 - OPENING
Set the stage / environment build rapport and state your purpose
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STEP 3 - PERCEPTIONS / NEEDS
Ask for the salespersons perception beforestating yours
ask for both strengths and areas ofimprovement
ask what and why identify the obstacles
get details
reiterate where you agree
state your perception by giving feedback onboth strengths and areas of improvement asyou see the situation
STEP 4 IDENTIFYING AND
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STEP 4 - IDENTIFYING ANDREMOVING THE OBSTACLES
Check to see if there is an agreement onthe performance issue, opportunity orproblem - and check level of severity
remove obstacles
stay focused on the issue, not the person focus on only one to three [at most] areas
encourage problem solving dialogue.
Demonstrate, role-play if appropriate build the working relationship / partnership
let the sales person suggest the mutuallyacceptable solution
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STEP 5 - CLOSE / ACTION STEP
Ask the sales person to summarizeagreement
decide at least on one specificdevelopmental step with time frames
set the follow-up action and time
cheerlead by giving words of
encouragement
STEP 6 FOLLOWING UP /
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STEP 6 - FOLLOWING UP /MONITORING
Monitor the salespersons progress review your notes before the nextcoaching session
evaluate results / improvement look at measurable results
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MEETING SKILLS - FUNDAMENTALS
Presence - providing leadership for themeeting without dominating it
Rapport - take the time to meet andgreet and recognize all members ofthe team
Questioning - create a group dialogueby asking appropriate questions
Listening - show that you care aboutyour salespeople, their ideas, theirpoint of view
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MEETING SKILLS - FUNDAMENTALS
Positioning - comment on what asalesperson has said. Position yourideas to the needs of the group
Checking - ask others for their views.Encourage a dialogue
THE HEART OF COACHING
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THE HEART OF COACHING -Strengthening the relationship
Discuss the sales persons needs consider the needs of the salespersonbeing coached
solicit needs rather than imposing them
[ideally] ask how you and the sales person can bestwork together
Discuss your needs discuss how you need the salesperson tocontribute to strengthening therelationship over time
THE HEART OF COACHING
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THE HEART OF COACHING -Strengthening the relationship
discuss how you would like to best workwith the salesperson
Determine a plan to ad value to oneanother help the individual see how to use thefeedback to grow - Ask, What can youlearn from this?
determine operating practices that will bebeneficial to both of you. Create aWin/Win situation
Have a relationship meeting
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RELATIONSHIP MEETING
ONE TIME PER YEAR WHEN NOTHING
ELSE IS ON THE TABLE ASK :
What am I doing that is
getting in your way?
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COACHING METHODS Hands on coaching - when working with
inexperienced learners Hands off coaching - when developinghigher performance with experiencedlearners
Supporter coaching - when helpinglearners use a flexible learning packagetechnique
Qualifier Coaching - when helping alearner develop a specific requirementfor a competence based or professionalqualification
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COACHING STYLES CONTINUUM
S
T
Y
L
E
S
T
Y
L
E0% CONTROL 100%
Coach has
controlLearner has
control
Shared control
Hands-on Coaching Hands-off Coaching
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PERFORMANCE TASKS
Analyze assess current standards of performance
identify learning needs to meetperformance goals and required standards
Plan identify and organize suitable learningresource[s] and opportunities
agree learning plans, coaching role andassessment methods
provide opportunities for individuals and
groups to manage their own learning
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PERFORMANCE TASKS Implement
explain, demonstrate and supervisepractice of concepts and techniques
ensure opportunities for feedback anddiscussion
adjust coaching role and program to suitlearners needs and progress
Evaluate evaluate achievement of goals andstandards
provide feedback, encouragement and
support to individuals to apply learning
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PERFORMANCE SKILLS
Core Skills listen attentively
observe and recognize competentperformance
demonstrate effective questioningtechnique
respond, summarize and clarify situations
Technique Skills recognize different learning styles
adapt to preferred learning styles
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PERFORMANCE SKILLS
Technique skills
Recognize different learning styles
Adapt to preferred learning styles
Adopt appropriate coaching styles
Gain acceptance and commitment to
performance goals from learner
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PERFORMANCE SKILLS
Personal Skills display sensitivity to and empathy forlearners thoughts and ideas and need forappropriate feedback
establish rapport and good communicationchannels with learner
encourage learner to take responsibility
for own development support and build confidence in learner
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COACHING CHECKLIST
Start every session with an agreedgoal for that session that relates toother previously agreed goals
plan and prepare each session inadvance to ensure that adequate timeand resources are available
if you have to demonstrate concepts ortechniques, keep it short and simple
if you are in a qualifier or supporterrole, do your homework thoroughly in
advance
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COACHING CHECKLIST While a hands-on style is appropriate
for inexperienced learners, move asquickly as possible to the hands-offstyle as it encourages greaterownership of the development process
by the learner Remember that, while questioning maybe your important skill, observing and
listening are also vital skills Feedback should be positive andencouraging and criticism alwayspresented constructively
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COACHING CHECKLIST Allow plenty of opportunities for
discussion and review of performancegoals in the light of progress achieved respect and liaise constantly withother people involved in helping thelearner develop
aim to become qualified yourself andrecognize that coaching is a constant
learning process for yourself
QUALITIES TO EFFECTIVE
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QUALITIES TO EFFECTIVECOACHING
Loyalty
Empathetic Listening
Skills stretching
Vision Making
Role Modeling
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SELF COACHING
Self coaching does not mean people arenot taught or supported; it simplymeans that they should take theinitiative to seek the knowledge and
support and needs
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SELF COACHING
What did I do well?
What are my areas of
improvement?
Where can I go to learn more?