Coaching the coach strategy plan example

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  • 1. This slide presentation is for illustration purposes only and to show how AH2 & Beyond can help you build a coaching model for your sales leadership Not to be used for commercial use AH2 & Beyond Consulting1
  • 2. “COACHING THE COACH” STRATEGY PLAN (EXAMPLE) Andre’ Harrell AH2 & Beyond Consulting
  • 3. Coaching The Coach Strategy Plan The objectives of the Coaching The Coach Strategy Plan include: •Master a highly effective coaching process that is simple to understand and easy to apply •Increase the quantity and quality of coaching conversations. •Learn to clearly define and agree on goals with employees and hold them accountable for their attainment. •Improve coach-ability of employees.3
  • 4. The Coach Strategy Plan Process How can we shorten the time from situation to success? Situation Success Assess Monitor Coaching is simple! There are four basic questions: 1. What is the goal? 2. Where are we right now as compared to the goal? 3. What is getting in the way of our goal or causing the current situation? 4. How are we going to get to the goal? The goal of coaching is to gain better results faster. The question is, how do we shorten the distance and time it takes to travel from where we are currently to where we want to be? Our coaching strategy embraces this goal and keeps it simple. There are four questions you will use to coach in the field. They are: 1. What is the goal? 2. Where are we right now as compared to the goal? 3. What is getting in the way of our goal or causing the current situation? 4. How are we going to get to the goal?4
  • 5. What Does Success Look Like Where are you/the What is the goal? customer right now as compared The GAP Situation Success What does Success look like? to the goal? (shared goal, from the rep’s point of view) What is getting in the way How are you going to of the goal or causing the Source Solution get to the goal? current situation? This slide shows how the 4 questions • Success: What is the goal? • Situation: Where are we now in relation to the goal? • Source: What is getting in the way of our goal? • Solution: How are we going to get to the goal? The secret of coaching is that what you focus on, grows. In order to be effective as a coach we need to make sure we’ve clarified the goal and gained agreement on it.Coaching involves three processes: Assessing, Coaching, and Monitoring for Continuous Improvement.•Assessing involves clarifying the goal or success and identifying where we are in relation to it.•Coaching requires understanding the source or what is getting in the way of the goal.•Monitoring for Continuous Improvement is about coaching along the continuum and making progress in a skill or issue. It is also about following up.5
  • 6. The Two Rules #1 Start at the top - Then go below Situation Success 20% 80% #2 Source Solution“Coaching is an iterative process, and therefore a linear model does not accurately reflect the coaching conversation”.That being said, there are two rules with this model:Rule #1: Start above and then go below. To the extent you can, clarify the goal and where the rep is currently in relation to the goal, before going to a solution. It ishard to chart a course without two points.Rule #2: Spend 80% of your time on the goal and how you are going to get there. All too often we get caught up in the current situation and therefore, not muchprogress is made in skill development.Understanding the current state is only useful in that it gives you greater clarity on where you want to go.Understanding the Source is only useful in giving you clarity on what needs to be included in your solution to achieve success.6
  • 7. Typical Coaching • Coach has decided what needs to be “fixed." • Begins to ask questions to get the employee to see it. Situation Success •Whatever is said, the coach may add their “two cents 20% 80% “Problem” is “agreed” upon; coach asks/tells how to solve it. Source Solution • Solution is based on a standardized process. • Once “fixed," coach looks for another problem to “fix."•A typical coaching scenario is called Situation-Solution Coaching. We are so eager to get busy fixing the problems, we seldom spend the time necessaryto clarify our actual goal and understanding the root cause of the current problem.•In the medical community, treatment before a diagnosis is considered malpractice. The same can be said for coaching. A Solution before the Source andSuccessconstitutes ineffective coaching, and as managers, we do it all the time! Think about it.•If we give our employees all the answers, they are less interested in our coaching. They may change behavior when we are with them, but not muchchanges the other 95% when we aren’t with them.•We need to facilitate a conversation around the strategy plan to clarify success, understand the situation, and get to source or root cause before craftingthe solutionfor success.7
  • 8. Coaching Intention or Focus Situation Solution Strategy Plan Success Situation Success Situation Success 80% 20% 20% 80% “Blame Game” Win Fix Understand Create Source Solution Source Solution•If we jump straight to solution, the employee may get the feeling that something is wrong or bad. They may think that we are blaming them for theproblem, and thatthey had better get busy fixing it.•Coaching is an emotional process. If your employee feels defensive, (even a little), this could impacts their willingness to be coached.•On the right side of the Strategy Plan, the focus in on Success or the Win. We seek to understand the barriers so we can create a solution to win. Fromthis perspective a trusting, empowering relationship will develop, which helps us help the employee get better results faster.8
  • 9. Success: The 3 Questions What ? Success Why? What?The first step in coaching is to clarify Success or (the goal). There are three parts to this process.•1. We need to be clear on WHAT we are discussing. In this case (and after the workshop), the WHAT will be gaining commitment.•2. WHY refers to why this conversation is important.•3. The last WHAT paints the picture of the specific behaviors and results we are looking for.9
  • 10. What: Clarify Success One area of focus → greatest impact on results? WHAT? 1. Selling skills 2. Territory Management/Execution 3. Specific business issues 4. Personal and professional development?When deciding WHAT to focus on we must ask the employee and ourselves the following question:•What one area, if taken to the next level, would have the greatest impact on your ability to (achieve business results)?” Notice how this differs fromasking, “What do you want to work on?”•Coaching is all about results, and can encompass many areas including selling skills, execution, and specific business issues.•In coaching, the mantra is, “until you have clarified success, you don’t have a basis to coach.” This is where the first WHAT comes in.10
  • 11. What: Clarify Success When people are connected to the WHY they SEE relevance and will DO more to achieve RESULTS. WHY = Importance, Relevance This must be from the employee’s WHY? point of view. What is important to them? Why might this be important to them?Relevance is super important and is the part most managers miss.We all listen to the same radio station, WIIFM, or What’s In It For Me?. When itcomes to gaining commitment, your employee will be more open to discussing theirskills and areas to focus on if they understand exactly how they will benefit bychanging their behavior.11
  • 12. What: Clarify Success Paint a clear picture of success for a skill or goal: • What does “good” look like? • Define the behaviors What will the employee be doing? WHAT? What will customer/others be doing • Define the result. • Determine how to measure progress toward the goal. SMART: Specific, Measurable, Agreed Upon, Realistic, Time boundA picture paints a thousand words. When coaching to a skill or strategy, don’t leave anything to chance. Make sure to spell it out in specific behaviorsand results.WHAT specifically does success look like?Your directions need to be clear so your employee can continue to work towards the goal when you are not there.12
  • 13. Behavior Literacy Behaviors What you can actually see and observe. What people do and say. Results are the outcomes of behaviors that can be measured. Judgments What you interpret or infer from an observation. A description of a behavior and/or intent behind it.Remaining neutral in your observations is just as important as being specific in your direction. Behaviors can be videotaped. Judgments cannot. If you can’tsee it on a video, it is not a behavior. It is a judgment.When coaching, it is best to focus on the specific behaviors you want to see more of rather than judgments of what you didn’t see.Here is an example:Judgment:You missed your chance to ask for a commitment and the customer left not knowing what to do differently.Behavior:At the end of the call, you said, “thank you for your support”. The customer said, “your welcome” and then asked about your daughter.13
  • 14. Identify A Source #1 Start at the top - Then go below Situation Success Cause of the Situation Understanding source helps to Source Barriers to Solution design a solution for lasting Success successGiving a solution without first understanding the source so you can incorporate it into your solution for success is like running over thosepesky dandelions with your lawn mower. They’ll just grow back. Therefore, root cause analysis is vital to coaching.Again, the only reason we do it is to craft a better solution; one that will get us to success faster. Never to find or pin blame.14
  • 15. Categories of Source Barriers Things getting in the way of success or causing the current situation Situation Success 1. Focus: what the sales representative is thinking about as it relates to the skill/task or goal 2. Skill: level of competence in a skill or task 3. Territory: all things related to external working circumstances Source Solution Your job as a coach is to be a barrier buster! You must make it easy for the employee to get to SuccessThe SOURCE (or barrier) generally fits into three “big buckets”: Focus, skills, or territory.As a coach it is your job to be a “barrier buster” and make it easy to win.Focus refers to how the representative is thinking. They may say, “customers don’t like to be closed”. This belief will get in the way of getting tosuccess. One way to address limiting beliefs is to questions them. “All customers?”. Another way is to find a success from the past. “Have you everasked for a commitment with great results? What happened and why?”SKILL is the easiest to coach. Clarify success, give a demo, ask the representative to practice and go to work modifying the skill during the day.TERRITORY refers to specific business situations, such as an office that stopped seeing representatives. Coaching to a territory issue requiresbreaking it into things that you can and can’t control. Then focus all of your energy on the things that you can control.15
  • 16. Solution: Create The Plan Solution: Solutions & Options (brainstorm) Situation Success Test: Test the Solutions Plan: Plan the Steps & Follow-Up Source SolutionAfter having clarified what success looks like, understanding the situation, and uncovering the source, we are ready to put together asolution for lasting change.Solution includes three steps (STP):1. Brainstorm the Solution2. Test the Solution3. Plan the Action Steps.The test is important yet not something we usually do. It sounds like, “If you do XYZ will it get you to your goal?” There are three potentialanswers to this question: YES, NO, and MAYBE. In this case, MAYBE means NO.So make sure your sales rep buys-in to the solution they have crafted before you move forward. This will ensure they continue to work theplan when you are not with them.16
  • 17. Hopefully that provides you an understanding of our “Coaching The Coach” strategy plan which has been highly successful in several fortune 500 companies. We also provide coaching workshops along with our “Coach The Coach” strategy plan that cater to your industry. You can contact us at www.ah2andbeyond.com or (267) 221-8529 Not to be used for commercial use AH2 & Beyond Consulting17