Testing HomeAdvanced Sales Coaching Model – The Scientific Approach by Aurindam Ghosal
Whenever management try to implement a new process, some people go for it and others do not. The following table tries to describe the reasons many initiatives fail. Some people fail through lack of ability and some through lack of motivation. Counselling or coaching may be needed to help them.
When sales managers try to give guidance to salespeople who are not performing, they will often find that the salespeople express resentment.
The sales manager must treat salespeople with tact and convince salespeople that they should change, using all the manager’s sales powers.
A salesperson should not blame lack of success on the manager. Managers tend to leave successful salespeople alone. It is only when results drop off that they tend to get involved.
WHAT IS COACHING
Coaching is not:
Telling someone else to change unwanted actions.
Giving tips and instructions about how to do things.
Supporting someone else in reaching his or her goals.
Coaching is helping someone else improve at what he or she is doing, in both the short and long-term.
The products of effective coaching are long-term excellent performance, the ability to self-correct and the ability to keep looking for and finding ways to perform better.
The willingness and the ability to keep looking for and finding ways to perform better means that well-coached people are always looking for ways to do their job a little better. They practice more, they experiment on-the-job, they watch others doing the job, or they learn some new activity which will help.
Long-term excellent performance means the people being coached are able to produce more successful and effective performance repeatedly over a longer period of time.
The ability to self-correct means that the people being coached are aware when they are performing well and when they not performing well, and are able to make the appropriate adjustments to their performance without any intervention by the coach. The more able the individual is to make those adjustments, the better the coach has done his or her job.
The coach’s primary reason for being is to leave the person being coached more capable in an activity that is mutually interesting to both parties.
Coaching is a way of working with people that not only leaves them more competent, but also more satisfied with their work, so that they are better able to contribute to their organisation and find more meaning in what they do in their work.
A SIMPLE THEORY OF COACHING
It is clearly not enough to simply tell people what they have to do, and then reward them, if and when they succeed. The limitations of this short-term approach are severe. It limits people to taking action only when they are told. It destroys individual initiative and innovation. People will rarely be able to correct their own performance errors or deficiencies.
Every individual brings his or her own preferences to work, and his or her interpretation of what is important and what is not important. The coach’s role is to try to understand the individual’s frame of reference, then in partnership with the person, provide enough questioning, practice and feedback to enable the individual to work out how to achieve the desired outcome. On-going, repeated, focused, intentional practice helps us all more aware and more effective.
SOME HOW-TO’S OF COACHING
The first and most important principle is that of relationship – relationship based on mutual respect, trust, and freedom of expression.
The second is that coaching must be practical, and related to the actual job to be done. This also requires adapting the coaching to meet the needs of each individual person and situation.
The third is that coaching requires work from partners, the coach and the person being coached. It implies reviewing what is going well as well as what is not going so well, and being prepared to do whatever it takes to improve on the not-so-good areas.
The fourth is that the coach must always take the individual wherever he or she is. For example, adult workers are already in the middle of their lives, and come with particular views, attitudes, commitments, potent.
As an effective Manager, one will need to be able to juggle between the roles of Leader, Manager and Coach throughout working day. It is often hard to determine which role is appropriate but each one will give different results, depending on the issue or opportunity at hand. Being a coach within the role of management is essential to ensuring the best from team.
In its simplistic form, the role of a coach is to enable his or her ”coache” to identify and achieve their objectives, and to do so through self belief, whilst maintaining responsibility for their actions and results. The coach needs there to guide and facilitate them and motivate them through change, and ensure that they remain responsible throughout.
This role is crucial when someone is trying to engender ownership and motivation within the team. It may seem easier and quicker to ‘tell’ them what to do, and there are times when this is necessary. However, time must be put aside to coach the team into discovering and committing to ‘how’ they will achieve their goals. This has to come from them, to ensure responsibility is taken and maintained.
The skills, attributes and attitudes required for successful coaching are different from those needed in leading and managing. Coaching is all about getting the ‘coache’ to do the thinking, and come up with answers.
Skills: In order to take on this role as a coach the skills, he or she needs to develop include:
good questioning techniques
letting the people look through their lens at the world and not yours
knowing when to challenge to encourage people to make change where necessary
being able to stop ’spoon feeding’
Attitude: As a coach the attitudes should include:
high energy to keep up the motivation of ‘coache’
high level of interest
a never ending desire to enable ‘coache’ to succeed in their language
having only one agenda – that of the person being coached
Attributes: As a coach the attributes should include:
consistently act with honesty and integrity
Professional and ethical and confidential at all times.
A USEFUL COACHING TECHNIQUE – THE GROW MODEL
It really helps to have a ‘toolbox’ of techniques, such as the GROW model, that can be used appropriately, in order to help ‘coache’ move forward positively and measurably.
The GROW model is a fundamentally useful tool for any type of coach to use in order to help the ‘coache’ move forward into action. Although there are many models that coaches can use, this is universally popular, due to its simplicity and effectiveness. It can be used for any coaching situation, whether it is a ten minute ‘ad-hoc’ conversation, or a more formal one to one session.
GROW is an acronym for Goals, Reality, Options and Will. As the acronym suggests, it is a 4 stage framework that enables the coach to provide a structure to a coaching session, without getting in the way of the ‘coache’’s agenda.
Although we state that it is a 4 stage framework, this does not negate the fact that the coaching session may not always use it in a linear manner. Depending on the ‘coache’, there may be times for the coach to go through the model twice in one session, or come up with options before establishing a very clear goal – this is not ‘wrong’ – and proves the flexibility of such a tool.
Goal – To have clarified with the ‘coache’ a measurable and specific goal, or point of success in their eyes.
Reality – To get the ‘coache’ articulate the ‘here and now’ so that she/he can map out the journey to their goal. It is important to ascertain the real situation, and also to attempt objectivity.
Options – The ‘coache’ to have brainstormed and produced a list of potential actions that will help them move towards their goal.
Will – The ‘coache’ will have a clear, measurable, action plan that they will own and follow in order to achieve their goal;
In conclusion, it needs to be stressed that ‘Coaching’ is a behavioural science. It should be interpreted with logic and must be implemented with proper planning and thoughts. There will be always a difference between organisation who respects its management style as a science and those who treat it as an art.
I’m Aurindam, Working with Advance Selling Skills Academy UK as a sales coach. Advance is an online sales training academy Established in UK from past 20 years and provide e-learning and performance support for global and small to medium-sized businesses and individual independent learners.
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