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Have you given your frontlines tools, technology and training but still want better results? In our 20+ years of experience, investing in making your leaders better coaches is what helps teams achieve results like more sales, greater customer satisfaction and increased employee engagement. Where do you stand? Checkout this quick guide to assess your organization.

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  1. 1. 4 Ways to TellAre Your CoachingEfforts Having anImpact?The Frontline Coaching ChallengeIn over 28 years of boosting frontline performance within sales andservice organizations, we’ve learned:• Most frontline teams do not receive enough quality coaching to effectively improve their on-the-job performance• Most supervisors have not been adequately taught how to coach and develop their teams• Most sales and service executives cannot easily tell if their coaching efforts are paying offHow can you tell if your coaching is effective?We give you 4 places within your organization. © 2013 Weber Associates LLC. All rights reserved
  2. 2. Introduction: Driving Change on the FrontlinesAfter hundreds of client engagements, we typically see that changes introduced to frontlines are treated as a short-livedevent instead of an ongoing strategy. Those that truly succeed at driving adoption provide a comprehensive approach tosustaining change outside of the classroom by baking coaching and measurement into their culture Define Ideal Process or Experience What We Typically See: Most companies have or can define a Why Go the Extra Mile? process for serving and selling to Done right, driving effective change customers…and also provide classroom can help organizations increase Provide Training & Best training to introduce it to the frontlines. adoption of key initiatives. Best-in- Practices class organizations can typically see results like: Some companies provide “self-serve” support to their frontlines after the Reinforce with Tools & training with the hope to reinforce • 10-20% lift in sales Support change on-the-job. • 30% increase in service-to- sales conversions • 15-25% improvement in What Best-in-Class Do: customer satisfaction scores Drive Adoption with On- the-Job Coaching However, very few companies provide • 10% increase in employee the frontlines regular on-the-job engagement scores coaching to drive ongoing adoption. • 20% increase in call And even fewer have the ability to resolutions Rigorously Measure inspect if coaching is happening and if Effectiveness of Change results are improving. 2 © 2013 Weber Associates LLC. All rights reserved
  3. 3. Introduction: Best-in-Class Coaching Coaching: Best versus the Rest After working with frontline leaders for over 28 years to drive adoption of change there are 4 things that set best-in-class coaching organizations apart from others, which include: 7 Monitor &About Weber’s 1. Providing regular coaching to their frontline teams Inspect 1 Schedule & 6Coaching Model 2. Knowing if coaching conversations are complete & Conduct Game Plan Routine effective Follow-upDeveloped in 2002 3. Consistently reinforcing change after the coachingUsed in over 30 conversation? Demonstrateorganizations 5 Understanding Observe 4. Driving coaching accountability with rigorous of Change On-the-Job Performance 2Designed specifically to measurement of coaching effectiveness?help frontline sales and Prescribe Generateservice teams Actionable Change Self-Diagnosis Is Your Company Best-in-Class?Ideal for call center 4 3 Ask and answer the questions on the following pagesoperations and fieldsales forces to see where you stand. We’d be happy to talk with you about what you discovered and help share ideas to Weber’s Coaching Model bolster coaching based on your specific situation. “You facilitated a true culture change that successfully shifted the mindset of the organization from accommodation to accountability.” - Weber Client 3 © 2013 Weber Associates LLC. All rights reserved
  4. 4. 7 1 6 5 2 1. Do your frontline leaders provide enough coaching to their teams? 4 3Perhaps the biggest obstacle to improving coaching efforts is making sure it happens consistently or at all. Expectations may not be defined.Coaches may not practice good time management. Operational issues may prevent the necessary availability to fulfill coaching commitments.No mater the circumstances, making sure coaching is planned for and executed are the critical first steps to becoming a best-in-class coachingculture. When evaluating the quantity of coaching in your organization, a few places to look are:Proactive Scheduling: Do coaches plan to coach their entire team each week and schedule it in advance?Best-in-class coaches consistently coach everyone on their team every week – including their top performers. Why? Because this letseveryone on the team know that ongoing improvement is not an extracurricular activity, but rather, a job expectation. A common pitfall ofaverage coaches is they leave coaching to chance by not scheduling sessions in advance or only invest their time in coaching the lowestperformers. In other words, they spend most of their time with the people who have the lowest chance of boosting results.Game Planning: Are coaches adequately prepared before each session?The ability to have a productive coaching sessions comes down to how much preparation and individualized attention the coach puts into itbefore hand. As schedules get busy, many times coaches “wing it” without pulling performance data trends or reviewing past coaching sessionnotes before going into coaching sessions. As a result, frontline employees are at-risk of not receiving the support needed to continually growand develop behaviors before graduating onto new areas of development. Rather, they “Ping-Pong” between changes without ever reallyadopting any change that helps them perform better at their job. Best-in-class coaches make it a practice to not only schedule their coachingin advance, but to create a well thought out game plan for each session so they can provide consistent development, maximize each sessionand achieve better results.Prioritization: How often are coaching sessions re-scheduled orcanceled due to a fire drill?In addition to not making a weekly schedule, another common pitfall is not holdingplanned coaching time as sacred. Instead coaching becomes a “get around to it”activity that happens sporadically or not at all. When a crisis emerges – even if it’s not100% critical – coaching can take a back seat. Top performing coaching organizationsmake coaching a top priority of their leaders and pave the way to make sure they haveadequate time to coach each week. 4 © 2013 Weber Associates LLC. All rights reserved
  5. 5. 7 1 6 5 2 2. Do you know if coaching conversations are complete & effective? 4 3Coaching is a broad term that can often be misconstrued for a lot of different types ofactivity. True coaching involves a consistent approach and collaborative dialogue Quick Diagnostic:between the frontline and their leader with a specific outcome. It is not corrective Coaching Conversation Qualityaction or one-way feedback. Some questions to consider when assessing the Best-in-class coaching sessions include the followingcompleteness and quality of coaching sessions are: characteristics. How do you compare? Observe coaching sessions in your organization with this checklist.Established Model: Is there a standard approach for coaching?Most organizations do not have a formally defined coaching process and/or adequatesupport to develop coaching skills. Rather, leaders are just thrust into the role of Did the coach:coach and develop coaching skills as they go. As a result, coaching technique and  Identify a performance trend before thestyle is left up to individual preference. This amount of wide variation can make it sessiondifficult for leaders to evaluate coaching effectiveness. Best-in-class organization have  Focus on performance trends – not justa defined structure so they can consistently gauge the performance of each coach. single instances  Review and check-in on previousCoaching Topics: Do coaching conversations focus on a coaching sessionconsistent set of behaviors that boost job performance?  Ask open-ended questions to drive self-The most effective type of frontline coaching is tied directly back to a specific on-the- diagnosisjob behavior – typically ones that are associated with the company’s preferred sales  Demonstrate active listening and avoidor service process. However, more times than not, coaching consists of generic and “tell mode”broad development opportunities that are difficult to translate into specific behavioralchange, leading to suboptimal results.  Give appropriate and constructive feedback  Work with the coachee to create aCoaching Conversation: Do sessions promote accountability and SMART goalcollaboration?  Role-play the change to confirmWhat separates a great coach from an average coach is the ability to incorporate a understandingconsistent set of coaching skills that drive collaborative discussion and the self-discovery required to make the person being coach feel personal ownership to change.  Gain commitment to begin doing theWithout specific training and development, many coaches struggle to have effective change immediatelyconversations that promote change and often resort to “tell mode” feedback that  Document coaching outcomelimits buy-in. 5 © 2013 Weber Associates LLC. All rights reserved
  6. 6. 7 1 6 5 2 3. Are coaches reinforcing change AFTER the coaching conversation? 4 3Many times, the activities that happen after the coaching session go overlooked. Best-in-class companies know that a comprehensive coachingprogram requires dedication to putting in the time and attention after the coaching session to reinforce behavior change and achieve superiorresults. To assess how well your team does in this area, try answering the following questions:Confirm Understanding: Do coaches make sure that newbehaviors or changes are actively demonstrated? 4 Follow-up Best Practices:Many times, coaching ends with a generic agreement about what changes need tohappen with no specific confirmation that the person being coached actually knows howto implement the change. Best-in-class coaches routinely role-play or walk-through the 1. Use role-play to confirm changes“how to” of the change to gain confidence that the person they are coaching knows are understood - talking throughexactly what to do. Without this step, many time changes go misunderstood or do not change is not enoughtake hold, which limits the ability to drive change or individual results. 2. Conduct at least one 5-minuteConsistent Follow-up: Do coaches follow-up with everyone after “fly-by” follow-up within 48 hoursevery coaching session? of a coaching sessionIn our experience, best-in-class coaches follow-up within 24-48 hours of every coachingsession. This not only helps ensure that changes are taking hold, but also reinforces thatthe coach is going to hold their team member accountable to the change. A pitfall of 3. Find ways to see the change inmany organizations is that there is no follow-up or there is only follow-up with low action before the next coachingperformers, which decreases the ability to spot an opportunity to adjust course between session – and adjust if necessarycoaching sessions. 4. Seek out employees who are notAdditional Observation: Do coaches see how changes are sticking proactively engaged in coachingbetween coaching sessions? to determine if they are resistantA best practice of top performing coaching cultures is to “see change in action” betweencoaching sessions. Many times, there are no on-the-job observations between coaching, to change or just need furtherwhich does not really provide the coach with enough perspective on how their team is clarificationchanging or how much their coaching is helping. Conducting observations (remotely,side-by-side, or recorded) between coaching sessions is invaluable to making surechange is taking hold. Observations also help coaches identify if adjustments need to bemade before the next formal coaching session. 6 © 2013 Weber Associates LLC. All rights reserved
  7. 7. 7 1 6 5 2 4. Are you driving coaching accountability with rigorous measurement? 4 3While most businesses rely on standard reports to make business decisions, a common gap in reporting strategies is having a defined wayto measure and evaluate coaching effectiveness. Top performing coaching cultures have cracked this code and insist on inspectingcoaching on an ongoing basis and provide appropriate insights to all levels in the organization. If you want to see how your coachingmeasurement stacks up, consider these questions:Coaching Measurement: Can you easily tell how much coaching is going on in your organization?In many cases, if you were to ask, “how much coaching is happening here?” the answer is either a generic guideline, but difficult toquantify. Coaching activity is often data that is not collected or pulled into a reporting tool that can provide a snapshot view across theorganization, within specific teams or at the individual level. Top coaching cultures are able to capture and quickly report on the quantity ofcoaching that is happening in their organization.Evaluate Effectiveness: Do you have the ability to correlate how coaching is changing behaviors?In addition to tracking how much coaching activity is happening, it is critical to be able to tell how effective coaching is and if its helpingyou achieve the results you need. Having the ability to correlate how coaching is changing behaviors and if those behavior changes aredriving intended results is critical to sustaining a credible coaching culture. Without this information, most companies just guess at whatbenefits coaching efforts are providing. Without a strong ROI behind it, these coaching initiatives fade way as a flavor of the monthinitiative. Best-in-class organizations rely on coaching dashboards to help them see exactly how much effort they are putting into coachingand how those efforts are paying off. They use this information to target improvements and make wise coaching program investments.Accountability at All Levels: Do all people involved with drivingcoaching have reporting that is relevant to them?In most organizations, the buck stops with frontline leaders when it comes to drivingcoaching accountability. In other words, coaches are held accountable to making surecoaching is happening. However, managers are not held accountable for improving theircoaches performance and leaders are not held accountable for making sure overall coachingefforts are productive and continuously improving. Without these cascading layers ofaccountability, coaching programs are subject to becoming stale. Best-in-class coachingmeasurement strategies need to include all levels and promote productive inspection tocollectively raise the coaching bar throughout the organization. 7 © 2013 Weber Associates LLC. All rights reserved
  8. 8. 7 1 Working with Weber: Coaching Programs 6 5 2 4 3 Weber Coaching Programs combine a proven model for coaching effectiveness with flexibility based on your specific needs, budget, and maturity of coaching within your organization. Our typical approach includes 3 key components: 1. Conduct “Current State of Coaching” Quick Assessment Our rapid assessments observe live coaching interactions, help to determine where to customize coaching efforts and what best practices to maintain. The end result is to define common coaching scenarios in your organization and build the training and support tools required to drive on-the-job behavior change once the coaching program is launched. 2. Provide On-the-Job support from Expert Coaches While our programs typically start with a brief introductory training, our belief is that we can best support your leaders by helping them with “real world” experiences. That’s why most of the time spent during our programs will be between your leaders and our expert Weber Coaches. This starts with a 1-on-1 workshop between each of your coaches and a Weber Coach to determine how best to support each of your leaders and then continues out on-the-job throughout the duration of the program. By working directly with your coaches to observe coaching sessions and provide personalized feedback, Weber Coaches can rapidly grow coaching skills and performance. 3. Launch Tools to Drive Inspection and Ongoing Accountability Driving coaching accountability requires rigorous attention to measurement - at all levels. Weber coaching programs include the development of a measurement strategy and tools – like a coaching dashboard - that collect the information required to assess the quantity, quality and effectiveness of your coaching efforts. After the Weber engagement is over, these tools can remain in place to help you inspect the health of your coaching culture, drive ongoing accountability and rapidly identify where to make improvements. Depending on the size of your team, our typical coaching engagements are between 4 and 8 weeks….and can begin delivering improvements and results within the first month.8 © 2013 Weber Associates LLC. All rights reserved
  9. 9. Let’s Stay in Touch: Learn More To for more information about Weber Associates and our Coaching Programs contact: • Nate Nicholson • 614.546.7452 • •, OH (headquarters)AtlantaChicago Some Client’s We’ve Helped:Dallas 20+ years partnering “in the trenches” with the Fortune 500 and fast-growing industry leaders.MinneapolisWashington, © 2013 Weber Associates LLC. All rights reserved