Coaching

 Recruitment
 Development
 Motivate
 Guide
 Control
Sales Supervisor Job

Is the main responsibility for
the DM and most sales team
leaders believe in the
importance of ongoing
development of their sales
teams
Development

In most cases the
development process convert
to training into new behaviors
and increased performance so
failure occurs.

Most sales people secretly
think that sales meetings are
a waste of time because they
do not add to their personal
development or their ability
to sell more

Salespeople who spend at
least 1/2 a day per week with
his manager in the field are
10 times more productive
than other salespeople as the
result of the real time
continuous one-on-one
coaching.

Coaching
Coaching is taken for granted
in the world of sport where
individuals and teams have a
coach to
- provide motivation
- Enhance skills
- Refine performance

A Coach aim to bring out
the best in an individual to
enable the team to work
better as a whole

 Coaching is the process of
assisting people to achieve
their full potential with a focus
on what to achieve now and in
the future
 It is partnership between the
coach and the client for a
defined period of time

Coaching
Contents :
 What sales coaching is ?
 Why sales coaching is essential ?
 What your role as sales coach ?

In the PSS III salespeople
learned the face to face
selling skills that ensure
needs satisfaction through
powerful and proven selling
approach .
What sales coaching is ?

DMs are in charge of follow
up for their salespeople , and
the core of effective follow
up is a continuing coaching
program .

Why Coaching ?
 Your sales people have
individual strengths and
weakness that taken
together .
 Your job is to provide
guidance and advise to
improve individual and team
performance .

Steps of the coaching program
 Pre call briefing :
1. Review call preparation
2. Roles before each call .
 Call observation :
1. Observe
2. Record the sales call

 Post call debriefing :
1. Review
2. Summarize the skills and
knowledge used during
call
 Action plan for development.

Before starting coaching
program you most
introduce it to the Medical
Rep.

Introduction
 You will do only once with
your whole sales team
 It may be at a group meeting
or in individual sessions with
each of your salespeople .

Objectives of introduction
 Explain coaching program
and it’s benefits
 Specify roles on coaching calls
 Salesperson controls calls
 Manager observes calls .

 Give criteria for coaching
calls :
 Selling activity
 Manager’s help not
needed .

Successful introduction
1. Explain what coaching is and
why you plan to accompany
salespeople on coaching calls .
2. Clarified that coaching is an
ongoing process with each
individual to maintain and
improve level of the skills .

Successful introduction
3. Point out that coaching is not
a formal performance
appraisal, Coaching is tool for
support and assistance
4.Clarified the benefits of
coaching

 Coaching for mastering
knowledge and skills
 It is a chance for individual
feedback and development
Benefits of coaching

Benefits of coaching
 It is an action plan related to
development of selling
performance for each team
members .
 It ideal tools to help in building
homogenous team

Anticipate and handle all
questions openly and positively
Keep in mind that ignoring or
minimizing questions and
concerns at this point can lead
to problem later .
During introduction

5. Specify roles on coaching calls
 MR will keep full control for the
calls, He should run the call as
normal as possible .
 DM function is to observe and
will not take an active selling
role
successful introduction

6. Put criteria for coaching calls
Coaching calls must be calls
where selling is the primary
activity . certain types of calls
are not suitable for coaching
since they involve little or no
actual selling
successful introduction

Criteria (con.)
 Coaching calls must not
require DM participation in a
joint selling effort .
 DM must be free to observe
and take notes

Pre call briefing
 Should occur before every
coaching call .
 The best time to conduct it , is
immediately before the call ,
so that the details will be fresh
in your mind as you observe
the call .

Pre-call briefing
Conducting a pre call briefing
Gives you a mental picture of
the call . this is useful in two
counts :
1. It gives you the details you
need to observe the call .
2. It tells you something about
how the salesperson has
prepared the call .

Pre- Call briefing consists
of 2 steps
1. Review call preparation
2. Review roles

Review call preparation
 Anticipated needs /
opportunities
 Anticipated customer
attitudes .
 Call objectives .

Review roles
 Salesperson controls call
 Manager observe call
 Introduction of manager

Call Observation
 The manager who used to sell
may find it difficult not to take
active role on calls .
 There may be times when you
have to decide weather
intervention is more important
than pure coaching .

Call Observation
Two situations are particularly
challenging :
 The MR is unintentionally
misleading the customer by
giving incorrect or incomplete
information .
 The scope of the call suddenly
changes .

Record Observation :
 Record the interaction
between the customer and
the MR .
 Focus your attention on
recording relevant customer
remarks and the MR’s use of
skills .

Call Observation
 remember customer’s
remarks and selling skills
shown .
 Highlight consistencies of
skills use ( either effective or
ineffective ) .

 Remain unobtrusive during the
call
 Avoid facial expression or
gestures that communicate
your feeling about the call .
 Maintain a low profile so that
the call can proceed as
normally as possible .
Call Observation

Call Observation
 At the end of the call , thank
the customer for opportunity
to sit in on the call .
 Do not discuss with the
customer the content of the
call or how the MR performed .

Post Call Debriefing
1- State debriefing Steps
 Review what you will cover in
debriefing
 The MR’s self analysis , your
feedback , and a plan for the
next steps .

Make it clear that you want
the debriefing to be a two
way discussion during which
you and the MR share
perceptions , even if they
differ .

Post call debriefing
MRs usually operate in
relative isolation where there
are few chances for feed-
back and analysis , therefore
most of them appreciate
opportunities for
constructive feedback .

Your feedback will have the
greatest impact if the post call
debriefing occurs immediately
after each call , when the
details are still fresh in your
mind and in the MR’s mind

 The style in which you give
feedback , as will as it’s
content , is important in
debriefing .
 It is important to encourage
a constructive discussion .
You can achieve this by
following these guidelines :

1. Ask for the MR’s self analysis
 Ask which skills he feels
were handled well .
 This step stresses the fact
that it is just as important to
retain strengths as to
improve weaknesses .

 Ask which skills the MR feels
could have been used more
effectively .
 Limit your reactions about the
MR’s self analysis to brief
acknowledgments

You aim is to get his ideas
out on the table and to
encourage self analysis ,
not to debate the accuracy
of the self analysis or to
offer your feedback ..

 If your perception varies
considerably do not contradict
the MR .
 Simply tell him that a
difference exists and that you
will discuss it when you give
your feedback

2. Give your feedback
 Summarize skills handled well .
 Summarize skills needing
improvement .

The most effective way to
do this is to
“walk through “ the call in
sequence to provide an
instant replay of what
actually happened during
the call .

This reconstruction ensures that
your feed back is based on
objective data
It is strongly recommended that
you reconstruct the call with the
MR . If time is short , you may
have to skip the call
reconstruction and immediately
begin to summarize

 Summarize skills handled well ,
highlight it , give the MR credit for
 Specific skills used appropriately
on several occasions .
 Specific skills used more
appropriately than on previous
calls .

 Try to use specific skills at
appropriate times , if this is an
improvement over previous
performance .
 Any knowledge of the product ,
market , or customer that was
used to good effect during the
call .
 Any call preparation efforts that
paid off .

 Summarize skills needing
improvement
 State specific skills needing
improvement
 Start with specific skills used
inappropriately several times .

 Gaps in knowledge of the
product , market or customer
that became apparent during
the call .
 Inadequate call preparation .
 Acknowledge any differences
of opinion , but don’t stress
on them .

 Use neutral nonjudgmental
language .
 Comment on connections
between problems on the call
and inadequate call preparation
 Do not try to deal with all
performance problems at once .

 select one or two key
problems to work on so as
not to discourage the MR .
 You could deal with other
problems later .

Performance Problem
In solving any performance
problem
 first identify the cause of the
problem
 Select the most appropriate
actions to correct the problem

 It usually helps reluctance or
lack of motivation as well
 Addressing the ‘can do’ issues
( skills and knowledge ) can
have a positive impact on the
‘ want to’ attitudes
( motivation ) of your MR .
Overcoming Deficiencies

There are two basic causes
underlying sales
performance problems :
 Skills deficiencies .
 Knowledge deficiencies .

Development Action
1. Determine cause of
performance problem .
2. Ask for suggested
Development actions
3. Confirm actions planned .

 Ask MR what he thinks is
causing the performance
problem .
 Then offer your own ideas ,
based on your observations ,
keep the discussion as
interactive as possible .
Find the cause of the problem

 Check with the MR for
agreement on the cause .
 Ask the MR what he could do
to overcome the problem .
 Offer your own suggestions .

 Summarize the improvement
actions that you and the MR
have agreed upon
 Check for agreement with the
MR to make sure you both
understanding and agree with
the actions to be taken
Confirm actions planned

 Once the MR has committed
to these actions , establish
next meeting , and what will
have been done by then .

Your strategy when presented
what skills deficiencies will
focus on
 Improving MR understanding
of the skills
 Providing skills for practice

Skill deficiencies
 MR is not using PSS skills
effectively
- MR may not have mastered
certain skills enough to use
- MR may be reluctant to use
them because of

 Comfort with old habits
 Lack of confidence or self
discipline
 Does not understand the
value of the skills

Skills Problems
 Does not recognize
opportunities and needs .
 Over control calls
 Probe aimlessly .
 Tells instead of sells .
 Supports prematurely .

 Makes weak support statements
 Does not handle skepticism
 Has difficulty handling
indifference and/or drawbacks
 Makes weak closing statements

Determine Causes
 The MR may not catch needs
and opportunities expressed
by the customer.
 He may be too busy thinking
about what to say next
 Not listening to the customer
well.

Causes
(Tells instead of Sells)
 Does not ask enough
questions
 The MR does most of the
talking on sales calls , and the
customer is forced to listen
most of the time .

 As a result , the customer can
not express what is on his
mind and becomes
increasingly irritated , most of
the time .
 No sales commitment is made.

Knowledge Deficiencies
A knowledge deficiency including
 Product
 Market
 Customer

 Your strategy should focus on
increasing the MR’s
knowledge of the product ,
market , and /or customer .
 Make sure that the MR applies
knowledge in preparing for
and making calls .

Knowledge
1. Ask the MR to develop a list
of needs and benefits for
each product he sells .
2. For each need , ask him to
construct five probes that
could be used to uncover
and understand the need .

3. Conduct a role play in
which you play the
customer .
4. Debrief the MR after the
role play .

Sales Coaching
Product Knowledge and
sales processes are the
foundations of sales
success

Using the motor car as an analogy
Selling processes and product
knowledge is the car itself and is
the most visible.
It includes the bodywork, the
engine and the wheels.
It is what is most visible and what
most people pay attention to.

Motivation Beliefs
Sales
Processes
Product
Knowledge
Caching
Caching
F
e
e
d
b
a
c
k
F
e
e
d
b
a
C
k

Is the fuel and the accelerator
pedal. Without fuel the car is
unlikely to get very far.
Motivation

Often work as the brake.
If our belief in the product, the
market, the competition etc are
good then the car will move
forward.
Beliefs

 The job of a manager in the
workplace is to get things done
through employees.
 To do this the manager should
be able to motivate employees.
 Motivation is the key to
performance improvement

 There is an old saying “you
can take a horse to the water
but you cannot force it to
drink; it will drink only if it's
thirsty”
 So with people. They will do
what they want to do or
otherwise motivated to do.

• Any one born with the self-
motivation or drive? Yes and no.
• If no, they can be motivated
• For motivation is a skill which can
and must be learnt.
• This is essential for any business
to survive and succeed

Job performance
=
Ability + Motivation

Ability
Depends on education, experience
and training and its improvement
is a slow and long process.
Motivation
Can be improved quickly.

Essentially, there is a gap
between an individuals actual
state and some desired state
The manager tries to reduce
this gap.

 Motivation is, in effect, a means
to reduce and manipulate this
gap.
 Motivation is inducing others in a
specific way towards goals
specifically stated by the
motivator
 Motivational system must be
tailored to the situation and to
the organization.

In one of the most elaborate studies
on employee motivation, involving
31,000 men and 13,000 women,
sought to determine what their
potential employees desire most from
a job.
This study was carried out during a
20 year period The ratings for the
various factors differed only slightly
between men and women, but both
groups considered

Security as the highest rated
factor.
 The next three factors were;
 Promotion
 Type of work
 Company

For Surprisingly, factors such as
Pay, benefits and working
conditions were given a low rating
by both groups.
So contrary to common belief,
money is not the prime motivator.

There are seven strategies for
motivation.
• Positive support
• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Rewards on job performance

Traditional theory 'X’
Assumes that people are
 Lazy; they hate work to the
extent that they avoid it.
 They have no ambition, take
no initiative and avoid taking
any responsibility.
 All they want is security.

To get them to do any
work, they must be
rewarded, forced or
threaten and punished.

 This is the so-called 'stick and
carrot' philosophy of management.
 In such an oppressive and
frustrating atmosphere, both for
the manager and the managed,
there is no possibility of any
achievement or any creative work.
 But fortunately, as we know, this is
not the case.

Stick or Carrot approach
 Punishment produced negative
results and has increased the
hostility between management
and workers
 Carrot approach involving
Approval, praise and recognition
of effort has markedly improved
work atmosphere

Coercion & Persuasion
Persuasion build morale, initiative
and motivation
But
Coerce quite effectively kill such
qualities

Components in persuasion
 Suggest
 Play on the person’s believes
 Appeal to logic
Once convinced, the person is
so motivated

Douglas McGregor
McGregor believed that people
want to learn and that work is
their natural activity to the extent
that they develop self-discipline
and self-development.
They see their reward not so
much in cash payments as in the
freedom to do difficult and
challenging work by themselves.

 Managers job is to fit the human
wish for self-development into
the organizations need for
maximum productive efficiency.
 The basic objectives of both are
therefore met and with
imagination and sincerity, the
enormous potential can be
tapped.

Hierarchy of needs theory
 It is more commonly know.
 this theory of human
motivation is, the basis of
McGregor's theory
 The basic human needs,
according to Maslow, are:

 Physiological needs (Lowest)
 Safety needs
 Love needs
 Esteem needs
 Self-satisfaction needs
(Highest)

 Man’s behavior is seen as
dominated by his unsatisfied
needs
 He is a 'perpetually wanting
animal' for when one need is
satisfied he aspires for the
next higher one

The highest state of self-
satisfaction is characterized by
* Integrity.
* Responsibility.
* Magnanimity.
* Simplicity .
* Naturalness.

Manager’s Motivation
 Manager’s main task is to
motivate his team both
individually and collectively so
they can deliver the “goods” and
given the workers enormous
satisfaction
 The main tools for team’s
motivation are

Team’s motivation
 Approval, praise and recognition
 Trust, respect and high
expectation
 Removing organizational barriers
that stand in the way of individual
and group performance ( smooth
business process)

 Job enrichment
 Good communications
 Financial incentives
Cash is way down the ladder of
motivators

Coaching

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