The coaching skills required by a manager.

1. FIELD COACHING

2. You can give Someone a Fish
• And They Will Eat For
a Day

3. Or You Can Teach Them to Fish
• And They Will Eat For a Lifetime

4. FIELD COACHING
LEARNING VARIOUS JOB-RELATED SKILLS BY
MAN TO MAN DEMONSTRATION, UNDER FIELD
CONDITIONS, FROM AN APPROPRIATE COACH
(SUPERVISOR), IN A POSITIVE LEARNING
ENVIRONMENT (NO THREATS OR ANGER), IN
ORDER TO IMPROVE PERFORMANCE.

5. QUALITIES OF A GOOD COACH
1) HAS NECESSARY EXPERTISE, GOOD DEMONSTRATOR
2) CREATES A POSITIVE LEARNING ENVIRONMENT. GOOD
MOTIVATOR.
3) COACHES ON REGULAR BASIS
4) GOOD LISTENER AND AN OBSERVER
5) GIVES HONEST FEEDBACK ON PERFORMANCE
6) LEADS BY EXAMPLE / ROLE MODEL
7) USES THE PRONOUN “WE” AND NOT “I” DURING A COACHING
SESSION.
8) USES REINFORCEMENT OR NEUTRAL COMMENTS.
NO NEGATIVE FEEDBACK.
9) HAS SENSE OF HUMOUR
GREAT COACHES IN SPORT AND IN BUSSINESS ARE MADE, NOT BORN

6. POSITIVE LEARNING EVIRONMENT
AN ENVIRONMENT WHICH ENCOURAGES
PERFORMANCE IMPROVEMENT, FREE EXCHANGE OF
IDEAS, OFFERS HELP AND NOT THREATS, BY THE
SENIOR .

7. TEACHING OR COACHING
METHODS
1) TEACHING OR COACHING BY SINCERE PRAISE OR APPRECIATION WHEN
A SUBORDINATE DOES SOMETHING NEARLY RIGHT.
THIS ENCOURAGES DESIRED BEHAVIOUR. WHY?
• PRAISE IS THE FUNDAMENTAL BASIS OF COACHING.
2) TEACHING OR COACHING BY PUNISHMENT.
GIVING THREATS OR SHOWING ANGER WHEN A SUBORDINATE
FORGETS TO DO OR DOES SOMETHING WRONG.
THREATS AND ANGER ACT AS AN ELECTRIC SHOCK . THE
SUBORDINATE DEVELOPS A NEGATIVE ATTITUDE AND BEHAVIOUR
TOWARDS LEARNING. KILLS INITIATIVE TO LEARN SKILLS .
ALL THIS METHOD CAN ACHIEVE IS THAT THE SUBORDINATE
AVOIDS THINGS OR ACTIVITIES WHICH BRING PUNISHMENT .

8. THE GREATEST PRINCIPLE OF MANAGEMENT
THINGS OR ACTS THAT GET REWARDED / APPRECIATED,
GET LEARNT
DONE AND
REPEATED, AGAIN AND AGIAN

9. FIELD COACHING
• SPLIT YOUR FIELD WORK INTO
• THREE DAYS
• DAY ONE OBSERVATION
• DAY TWO COACHING
• DAY THREE FEEDBACK

10. MANAGER’S HOMEWORK
BEFORE FIELD WORK SET YOUR
OBJECTIVES

11. MANAGER’S FOCUS
DURING FIELD VISITS
1) CALLING ON RIGHT CUSTOMERS (PROSPECTING)?
2) CALLING AT THE RIGHT TIME?
3) SETTING SMART, PURE AND MUTUALLY AGREED
OBJECTIVES FOR EACH SALES CALL?
4) ESTABLISHING RIGHT STRATEGY AND TACTICS FOR EACH
SALES CALL?
5) CALLING IN THE RIGHT WAY
7 STEPS OF A SALES CALL AND EST
6) VISITING WITH RIGHT FREQUENCY?
7) HAVING RIGHT OUTLOOK, PRODUCT EXPERTISE AND
TRUSTWORTHINESS?
8) DOING ADMINISTRATIVE TASKS PROPERLY AND IN TIME?
• IS THE RESENTATIVE:-

12. DAY ONE-OBSERVATION
• A. LAST FIELD WORK REPORTS
1. RECALL YOUR FIELD WORK OBJECTIVES
2. OBTAIN FEEDBACK ON THE ASSIGNMENTS
3. DISCUSS THE SALE
• B. OBTAIN FEEDBACK ON
1. PROMOTIONAL STRATEGIES / MATERIAL
2. PRODUCT SEQUENCE
• C. ARRANGEMENT OF PROMOTIONAL MATERIAL
IN THE DETAILING BAG AS PER DAY’S PLAN

13. DAY ONE-OBSERVATION
• D. REVIEW DAILY CALL TRACKING SHEETS
1. WHEN WAS LAST CALL MADE?
2. VISIT FREQUENCY?
3. WHAT WAS THE RESULT OF THE CALL?
4. WHAT OBJECTION WAS RAISED?
5. HOW THE OBJECTION WAS HANDLED?
• E. WEEKLY PLAN / PLANNING SLIP
1. GEOGRAPHICAL
2. OBJECTIVE OF THE CALLS
3. DO OBJECTIVE MATCH WITH THE LAST CALL
OBJECTIVES
4. CALL STRATEGY / TACTICS
5. TIME MANAGEMENT
DEPART FOR FIELD WORK

14. MANAGER’S HOMEWORK
• ANALYZE THE DAY’S OBSERVATIONS
• PRIORITIZE THE DEFICIENCIES
• FOCUS ON ONE MAJOR SKILL / DEFICIENCY
WHICH IS PULLING THE PERFORMANCE
• PREPARE NOTES FOR FIELD COACHING

15. DAY TWO-FIELD COACHING
1. REPEAT STEPS CDE OF DAY ONE BEFORE GOING
TO FIELD
2. BASED ON DAY ONE OBSERVATION INFORM THE
SPO IF YOUR WORK OBJECTIVES REMAIN SAME
OR HAS TO BE CHANGED
3. ANALYZE THE CALL RECORD
a. DATE OF LAST CALLS
b. PRODUCTS DETAILED
c. OBJECTIONS RAISED
d. COMPETITORS PRESCRIBED
e. PRODUCTS ON RX OR UNDER USE
f. PRODUCTS NOT ON RX OR UNDER USE

16. DAY TWO-FIELD COACHING
4. PLAN AND PREPARE THE CALL
– CALL OBJECTIVES
– CUSTOMER’S NEEDS
– PRODUCTS TO BE COVERED AND ORDER
OF DETAILING
– CALL OPENING
– SALES AIDS TO BE USED
– FEATURES AND BENEFITS TO BE
MENTIONED IN THE CALL

17. DAY TWO-FIELD COACHING
– FACTS TO BE USED TO SUPPORT
BENEFITS
– QUESTIONS TO BE ASKED TO CHECK
DOCTORS AGREEMENTS
– LIKELY OBJECTIONS AND HANDLING
– PROOF SOURCES
– CALL CLOSE

18. DAY TWO-FIELD COACHING
5. ENSURE THAT SPO UNDERSTANDS AND
AGREES ON THE CALL PLAN
6. DEFINE YOUR ROLE AS COACH

19. RULES FOR
IMPLEMENTATION OF SKILLS
REMEMBER :
REPRESENTATIVES LEARN MANY NEW
SELLING SKILLS IN A COURSE.
ENCOURAGE THEM TO PRACTICE,
PERFECT AND CONSOLIDATE THESE
SKILLS
IN FIELD
ONE AT A TIME
UNTIL THEY HAVE
A COMPLETE KIT OF SELLING SKILLS

20. RULES FOR
IMPLEMENTATION OF SKILLS
• FOUR RULES:
1. COACH ONE SKILL AT A TIME
EFFECTIVE USE OF ALL SKILLS FROM DAY ONE IS NOT POSSIBLE.
THUS, COACH ONE SKILL AT A TIME.
2. REINFORCE WHEN DEMONSTRATED NEARLY RIGHT.
3. COACH SECOND SKILL. REINFORCE.
4. KEEP DOING SO
• DONE SO AS TO AVOID CONFUSION
- HOW LONG DOES IT TAKE TO LEARN A SKILL?
DON’T KNOW. VARIES FROM REP TO REP AND FROM SKILL
TO SKILL

21. STEPS OF HOW TO COACH
• SIX STEPS OF COACHING
1. PREPARE THE REPRESENTATIVE.
PUT HIM AT EASE / NO WORRIES. DISCUSS ROUTINE OF THE DAY.
2. TELL HIM THEORY OF THE SKILL.
WHAT AND WHY? ASK IF HE HAS UNDERSTOOD.
3. SHOW A HIGH STANDARD DEMONSTRATION OF THE SKILL IN
FIELD.
4. LET HIM TRY, YOU OBSERVE DURING THE CALL
DO NOT STEP-IN AND TAKE OVER. LOOK AT THE
REPRESENTATIVE AND THE CUSTOMER. RESCUE HIM ONLY IF
THE REP IS IN SERIOUS TROUBLE AND GIVES A DISTRESS
SIGNAL. AVOID UNPLANNED INTERVENTION. LOOK FOR
DEVIATION FROM THE AGREED PLAN. WHAT IS BEING DONE
WELL?
WHAT WEAKNESSES WERE IN THE PRESENTATION?

22. STEPS OF HOW TO COACH
5. REINFORCE / PRAISE HIS DEMONSTRATION OF
THE SKILL IMMEDIATELY AFTER THE CALL,
APPROXIMATELY RIGHT. WHAT IMPROVEMENTS
SINCE LAST CALL?
DO NOT EXPECT PERFECTION.
6. GIVE NEUTRAL COMMENTS
TO CORRECT A SKILL WHEN USED WRONGLY OR
IF A SKILL HAS NOT BEEN DEMONSTRATED.
ASKING / GIVING SUGGESTION IN QUESTION
FROM SPO TO IDENTIFY ANY WEAKNESS.
IF NOT RECOGNIZED BY SPO HELP HIM TO
IDENTIFY THEM
LET HIM TRY AGAIN. NO CRITICISM.

23. STEPS OF HOW TO COACH
• OBSERVE AND ASSIST, IF NECESSARY, IN
COMPLETING THE CALL RECORD
• SET SPECIFIC OBJECTIVES FOR THE NEXT
CALL ON THIS CUSTOMER
• MAKE SURE THAT OBJECTIVES ARE
RECORDED BY THE SPO
• ARRANGE AND AGREE A SPECIFIC AREA OF
FOLLOW UP
• WHAT?, HOW?, HOW WILL YOU KNOW THAT
SPO DID IT?, BY WHEN?

24. SELLING SKILLS MONITORING SHEET
SELLING SKILLS REMARKS SCORE RM’S
ACTION
APPROACH
- GREETINGS
- GAINS ATTENTION, CREATES INTEREST
- GETS INVOLVEMENT
- ASKS IOQ RELATED TO NEED,BENEFIT OR TOPIC
PRESENTATION
- ASKS NEEDED OEQ’s, CEQ’s IN SPIN SEQUENCE TO GET / GIVE INFO AND TO FIND
PROBLEM, NEED / MOTIVE
- PROPERLY USES VISUALS / SAMPLES
- USES BODY LANGUAGE, 3 Ps OF VOICE
- 40 % TALKING , 60 % LISTENING
RESPONSE HANDLING
- LISTENS
- PUP RESPONSE
- IGNORES FIRST TIME NEGATIVE RESPONSE
- PROPERLY HANDLES REPEATED NEGATIVE RESPONSE
BUYING SIGNALS
- OBSERVES AND LISTENS BUYING SIGNALS
CLOSING
- ASKS FOR COMMITMENT / ORDER
- USES DIFFERENT CLOSING METHODS
POST CALL REVIEW
- COMPARES ARs VS PRs
- RIGHT / WRONG THINGS DONE
TOTAL SCORE: ................

25. SCORING SYSTEM
FOR MONITORING SELLING SKILLS
• SCORING CAUTIONS
A) SCORE A REPRESENTATIVES’ STRENGTHS, SHOWN DURING
EACH STEP OF A SALES CALL, FROM THE CUSTOMER’S POINT
OF VIEW.
B) BE REALISTIC
• SCORING SCLAE
-1 = NOT USED SKILL(S) AT ALL, AMONG THE WORST
0 = SOME PROBLEMS, NOT EFFECTIVE
+1 = AVERAGE / OKAY
+2 = BETTER THAN MOST
+3 = AMONG THE BEST
• OVERALL SKILLS RATING GRADE
0 – 6 = POOR / INEFFECTIVE
7 – 10 = AVERAGE / OKAY
11 – 14 = BETTER THAN MOST
15 – 18 = AMONG THE BEST

26. DAY THREE-FEEDBACK
• REPEAT ALL THE STEPS OF DAY TWO
• PREPARE TWO MODEL CALLS FOR
NEXT WORKING
• PREPARE JOINT WORKING REPORT
IMMEDIATELY AFTER THE LAST CALL

27. WHAT IS SUPERVISOR’S FEEDBACK ?
HONEST RESPONSE OF A SUPERVISOR,
ON THE WORK OR THE WORK-RELATED
BEHAVIOUR OF A SUBORDINATE, GIVEN
AS SOON AS POSSIBLE.

28. TYPES OF FEEDBACK
1) REINFORCEMENT
PRAISING A SUBORDINATE WHEN APPROXIMATELY SOMETHING
RIGHT IS DONE .
• METHOD:-
ONE MP.
• ENCOURAGES DESIRED BEHAVIOUR .
2) NEUTRAL COMMENTS
ASKING / MAKING A POSITIVE SUGGESTION FOR IMPROVEMENT,
WHEN A SKILL IS NOT ATTEMPTED OR IS USED WRONGLY. LET HIM
TRY AGAIN.
• NOT TO PHRASE COMMENTS IN A NEGATIVE WAY.
3) NEGATIVE FEEDBACK
CRITICIZING OR CONDEMNING SOMEONE’S WORK OR JOB-RELATED
BEHAVIOUR.
• AVOID AT ALL COST .

29. TYPES OF FEEDBACK
• HOW SUCCESSFUL A SUPERVISOR IS IN GIVING FEEDBACK,
DEPENDS ON HIS LISTENING AND OBSERVATION.
• GIVE FEEDBACK (1) AND (2) AFTER THE CALL WHILE STANDING
OR SITTING AND NOT WHILE WALKING
• AVOID GIVING “POSITIVE-NEGATIVE FEEDBACK”

30. REMEMBER!
• MAKE SURE THAT THE PROBLEM IS REAL,
OBSERVABLE, DOCUMENTED, AND IT IS HAVING A
MAJOR IMPACT ON PERFORMANCE
• WHEN ANY NEW METHOD/SKILL IS INTRODUCED
FIRST TIME, THERE CAN BE CERTAIN AMOUNT OF
CURIOSITY, APPREHENSION, AND OCCASIONALLY
HOSTILITY
• ALWAYS SELL THE BENEFITS TO THE SPO OF
INCREASED SKILLS, CONFIDENCE, PROFESSIONAL
GROWTH, AND JOB SATISFACTION