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Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
Technology Channel Coaching Workshop
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Technology Channel Coaching Workshop

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Portion of the latest Coaching techniques for Technology Channel Managers to manage, motivate and maintain their Business Partner sales teams.

Portion of the latest Coaching techniques for Technology Channel Managers to manage, motivate and maintain their Business Partner sales teams.

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  • Business Partner Role Play
  • Start off with some important Coaching presuppositions. In order to get the best from our people, we must change some of our pre conceived ideas as Managers and start to think as new age Leaders. I’d like to suggest you absorb these
  • These presuppositions sets up a platform for us to get the best out of our people.
  • Transcript

    • 1. TECHNOLOGY CHANNEL Coaching Workshop 2009 How to use Channel Coach approach to drive Business Partner sales opportunities?
    • 2. TESTING POSITIONING OBSERVING INFLUENCING COACH Selling = CHESS
    • 3. Play 3 different games at same time objectives, perspectives & opinions
    • 4. “Coaching” lessons
      • People only see what they focus on.
        • WiiFme
        • Changed focus, changes outcome.
      • BODY LANGUAGE indicates real response.
        • Not what they say
        • Resistance = lack of rapport & trust.
    • 5. “Coaching” lessons
      • People always act “positively”
        • from their own perspective
        • Law of survival
      • Everyone has all the skills they need.
        • but don’t always realise which ones to use!
      • Greater flexibility to adapt
        • more control of situation.
    • 6. I’m too busy! … but are you creating any NEW business opportunities ? Phone calls Existing Projects Roll outs Upgrades Install deadlines Quotes Budgeting Minor transactions RFI Customers Vendors Complaints Technical issues New requests promotions Stock issues Internal Meetings Requests Planning Emails Vendor specials Customers Internal Follow up Price & availability BP EXCUSE MIND MAP
    • 7. COACHING APPROACH … using behaviourial style
    • 8. Meeting styles EQ (Emotional) GENUINE DISTANT IQ (Rational) DETAILS PROOF Coaching Briefcase TRANSACTIONAL Talk Information transfer Tried & Test DISCIPLINE Debate Analysis & judgement Compromised activity CREATIVE Conversation Goal alignment Inspired challenge INTUITIVE Exchange Trust & empathy One step @ a time INFLUENCE & POSITION OBSERVE & TEST
    • 9. Taking the Lead Ability / Knowledge LOW HIGH HIGH Commitment / Motivation REPLACE DIRECT “ No discussion….I decide/lead” TRAIN/GUIDE “ We discuss….I decide/lead” MOTIVATE/EXCITE “ We discuss …we decide/lead” COACH/DELEGATE “ We discuss……they decide/lead” Less Control/More trust Poor focus/time management
    • 10. S PIN Situational – facts about customer situation What products/services are you supplying today? Who are their key (influential) vendors? Who are your key (main) P 1 eople contacts? How’s the company been going (financially) lately? S ituation P roblem I mpact N eeds Payoff
    • 11. S P IN Problem – uncovering customer issues What are their current P 2 rojects? Why are these so important (business need)? What (business) outcomes will they provide? Have you noticed any P 3 hysical evidence of technology issues? What are their plans for Operating Cost reduction? Are they trying to reduce their Operating cost? Why? How? Have they had any technology P 4 roblems? How (business) critical were these? S ituation P roblem I mpact N eeds Payoff
    • 12. SP I N Impact – how does problem affect their business? How does this problem affect them (business returns)? Is it an (technology) annoyance or business (survival) issue? Is senior management (c-level sponsorship) aware & involved? Who? What’s their timeframe (limit)? Why? What is their budget? What is the problem costing them today (per month)? What happens if they don’t do anything (compound costs)? Who are decision makers (C-level, CFO + IT) S ituation P roblem I mpact N eeds Payoff
    • 13. SPI N Needs Payoff – determines their return on risk If problem was removed, what would it allow them to do (technology)? Can you calculate how much difference this would make (business returns)? Does the business (CFO) agree with these numbers? Is it enough to change (make a decision)? Which part of business would benefit the most (key stakeholder)? Do they agree we can do this (capabilities)? What will it cost them if they delay (compounding costs)? S ituation P roblem I mpact N eeds Payoff

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