1 on 1
By Andre’ Harrell
This slide presentation is for
illustration purposes only and to show
how AH2 & Beyond can help you build
a coaching model for your
• 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 MANAGEMENT and hold
them accountable for their attainment.
• Improve coach-ability of MANAGEMENT.
What is the shortest path from “Baseline” to “Success”?
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?
Where are you
right now as compared
to the goal?
What is the goal?
What does Success look like?
shared goal, from the MGR'S
point of view)
What is getting in the way of the
goal or causing the current
How are you going to
get to the goal?
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
2 STEPS (100%)
“Coaching is an iterative process, and therefore a linear model does not accurately reflect the coaching conversation”.
STEP #1: At the “Baseline” clarify the goal and where the rep is currently in relation to the goal, before going to a “cause”. It is hard to
chart a course without the two steps.
STEP #2: Spend 80% of your time on the goal/Success and how you are going to get there. All too often we get caught up in the current
situation and therefore, not much progress is made in skill development.
Understanding “the Process” is only useful in giving you clarity on what needs to be included in your “result” to achieve success.
• Coach has decided what
needs to be “fixed."
• Begins to ask questions to get
the employee to see it.
• Whatever is said, the coach
may add their “two cents
“Problem” is “agreed” upon;
coach asks/tells how to solve it.
• Solution is based on a standardized process.
• Once “fixed," coach looks for another
problem to “fix."
CAUSE 20% success 80%
•A typical coaching scenario deals with “the cause” that’s directed towards s “The cause”. We are sometimes eager to get busy fixing the problems, we
seldom spend the time necessary to clarify our actual success goal and understanding the root cause of the current problem.
•If we give our MANAGEMENT all the answers, they are less interested in our coaching. They may change behavior when we are with them, but not much
changes the other 95% when we aren’t with them.
•We need to facilitate a conversation around the strategy plan to clarify success, understand the cause, and get to source or root cause before crafting the
solution for success.
•If we jump straight to result, the employee may get the feeling that something is wrong or
bad. They may think that we are blaming them for the problem, and that they 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 coaching Plan, the focus in on Success or the Win. We seek to
understand the barriers so we can create a solution to win.
• From this perspective a trusting, empowering relationship will develop, which helps us
help the employee get better results faster.
3 questions to “success”
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.
clarify “success” (What?)
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 from asking, “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
One area of focus → greatest impact
1. presentation skills
2. conflict Management
3. NEGOTIATION/PERSUASION SKILLS
4. DEVELOPING HIGH PERFORMING TEAMS
clarify “success” (What?)
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
point of view. What is important to
them? Why might this be important
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 it comes to gaining commitment, your employee will be
more open to discussing their skills and areas to focus on if they understand exactly how they will benefit by changing their
clarify “success” (What?)
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 will customer/others be doing
• Define the result.
• Determine how to measure progress toward the
• A 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 behaviors and 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.
Behavior versus judgement
What you can actually see and observe. What people
do and say. Results are the outcomes of behaviors
that can be measured.
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’t see 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
Here is an example:
You missed your chance to ask for a commitment and the customer left not knowing what to do differently.
At the end of the call, you said, “thank you for your support”. The customer said, “your welcome” and then asked about your
• Giving a solution without first understanding the source so you can incorporate it into your solution for success is like running
over those pesky 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.
“categories of cause”
Things getting in the way of success or causing the current situation
1. Focus: what the MANAGEMENT CLIENT is thinking about as it relates to the skill/task or goal
2. Skill: level of competence in a skill or task
3. LANDSCAPE: all things related to external working circumstances
The cause (or barrier) generally fits into three “big buckets”: Focus, skills, or LANDSCAPE.
• Focus refers to how the CLIENT is thinking. They may say, “customers don’t like to be closed”. This belief will get in the way of
getting to success. One way to address limiting beliefs is to questions them. “All customers?”. Another way is to find a success from
the past. “Have you ever asked for a commitment with great results? What happened and why?”
• SKILL is the easiest to coach. Clarify success, give a demo, ask the CLIENT to practice and go to work modifying the skill during the
• LANDSCAPE refers to specific business situations, such as an ACCOUNT that stopped seeing A BUSINESS DEVELOPMENT
PROFESSIONAL. Coaching to a LANDSCAPE issue requires breaking it into things that you can and can’t control. Then focus all of
your energy on the things that you can control.
Results “the plan”
results: results & Options (brainstorm)
Test: Test the Solutions
Plan: Plan the Steps & Follow-Up
After having clarified what success looks like, understanding the situation, and uncovering the source, we are ready to put together a
solution for lasting change.
Solution includes three steps (STP):
1. Brainstorm the Solution
2. Test the Solution
3. 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 potential
answers to this question: YES, NO, and MAYBE. In this case, MAYBE means NO. So make sure your MANAGEMENT rep buys-in to the
solution they have crafted before you move forward. This will ensure they continue to work the plan when you are not with them.
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