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Coaching & Frontline Managers


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This is about supervisory skills and particularly dealing with the critical aspect of Coaching & Mentoring. Why there is a need of Coaching? Why every super star needs a Coach? Where a Coach can lead U to....? Feel free to contact me for field force effectiveness. GMT+5

Published in: Leadership & Management

Coaching & Frontline Managers

  1. 1. Coaching & Role of Front Line Manager MANSOOR KHAN TEAM LEAD-TRAINING & DEVELOPMENT CELL: +923315494769 WhatsApp: +923315494769
  2. 2. 2 Learning outcomes • What is coaching? • The importance of coaching • The coaching process • Sales force performance • Field coaching
  3. 3. How do you see the relationship between both? 3
  4. 4. Coaching • It’s helping your people day by day to do a better job • It’s making them more capable to do their present job on their own and to enjoy doing it well. • It’s also preparing them for future bigger responsibilities • Coaching is a technique that helps to achieve both performance improvement and employee development
  5. 5. 5 Counseling A supportive process by a manager to help an employee define & work through personal problems that affect job performance.
  6. 6. 6 Coaching benefits • Performance improvement (Skills improvement) • Effectiveness improvement • Encourage Sales Promotion Officer to take ownership of own development. (Self- Coach) • Retention of high performing people • Frees up your management time • Sales improvement
  7. 7. 7 Managing and Coaching Managing focuses on: • Telling • Directing • Authority • Immediate Needs • Open Specific Outcome Coaching Focuses on: • Exploring • Facilitating • Partnership • Long-Term Development • Open to many possible outcomes
  8. 8. 8 The coaching process Define Performance Criteria Where do we want to be? Evaluate Performance Where are we? Plan Development How can we close the gap?
  9. 9. 9 Does SPO know what he is supposed to do ? Yes Does SPO has Knowledge and skills to implement the desired behavior? Yes Is there any barrier that prevent SPO from carrying out the desired behavior? No Could SPO carry out the desired behavior ? NO NO Yes Yes
  10. 10. 10 Sales person performance • Sales force performance as being comprised of behavior (the activities salespeople perform), and outcomes resulting from behavior Churchill, Gilbert 1985
  11. 11. 11 Sales Performance Categories • Sales performance is a function of Ability and Effort: • Ability : Comprises the knowledge and skills necessary to perform the job • Effort : Is made up of time spent working and the energy & concentration applied during that time. • Every salesperson can be put into one of four Sales Performance Categories according to the combination of these two factors.
  12. 12. (Competences) 12 Ability Effort Skills Knowledge Calls Activities Sales person performance
  13. 13. 13 Strivers Stars Advise Delegate Child Direct Coasters Motivate Low HighAbility
  14. 14. 14 Choosing the right coaching style Advise • Teach& Train • Guide • Praise and endorse Direct (Tell) • Teach and train • Guide • Identify constrains • Motivate • Praise and endorse Delegate • Give additional responsibilities • Praise and endorse • Collaborate in decisions Motivate • Motivate • Identify constrains • Praise and endorse
  15. 15. 15 “ You never achieve real success unless you like what you are doing “ Dale Carnegie
  16. 16. 16 Coaching Competencies Building the climate
  17. 17. 1- Trust • Gained through being fair, honest and acts on ways people can depend on . • Being friendly, firm but also deal with people as adult without threats or blames. • It means following through promises to help them improve.
  18. 18. 2- Support • Which is shown when you believe in your workers , give them deserved praise • Help them to improve and reach their goals. • Catch your employees doing things well .
  19. 19. 3- Communication • Comes through two way sharing of information and careful listening from you. • Do not be judgmental • Always provide feedback.
  20. 20. 4- Participation • Involve your employees in planning and decisions affect them. • Ask questions and use their ideas and suggestions.
  21. 21. 21 Change behavior not people • When you hire people you are not buying them, or their minds, attitudes, or values. You are only renting their behaviour! • As a manager your job is not to change people, but to manage or change their behaviour in your restricted environment
  22. 22. • 10 steps of field coaching During the call After the call Before the call 1 5 step steps 4steps
  23. 23. Before the call 4 steps 1- Analyze customer information  Last call  Products covered  Business obtained  Information gained  Present situation 2- Plan & Prepare with SPOs  Customer needs  Call objectives  F&B  Anticipate the objection  Close & commitment 3- Call rehearsal  Rehearse the planned call 4- Agree which part you will take  You will take observation of the whole  Handling some aspects
  24. 24. During the call 1 step • Watch and listen • Look at SPO not at customer • Avoid unplanned intervention • Observe deviation from plan/why? What effect? • Is call objective achieved? • What are strengths ?what are weaknesses? • What are improvements since last call?
  25. 25. After the call 5 steps 1- Analyze SPO performance  Praise in details things done well  Let the SPO identify any weakness  If he doesn’t recognize them help him to see.  Agree them with him  Show him how to improve by demo 2- Assist in recording 3- Set a specific objective for the customer for the next call 4- Make sure this objective is recorded 5- Agree and arrange a specific time when improvement can be checked?