Download as PDF, PPTX
Uploaded byMansoor Khan
Coaching & Frontline Managers
The document outlines the importance of coaching by front-line managers in improving employee performance and preparing them for future responsibilities. It distinguishes between managing and coaching, focusing on long-term development and performance criteria. The coaching process involves defining performance goals, evaluating current performance, and planning development strategies, while also highlighting the need for effective communication, support, and trust between managers and employees.
More Related Content
Similar to Coaching & Frontline Managers
Coaching & Frontline Managers
- 1. Coaching & Roleof Front Line Manager MANSOOR KHAN TEAM LEAD-TRAINING & DEVELOPMENT CELL: +923315494769 WhatsApp: +923315494769
- 3. 2 Learning outcomes • Whatis coaching? • The importance of coaching • The coaching process • Sales force performance • Field coaching
- 4. How do yousee the relationship between both? 3
- 5. Coaching • It’s helpingyour 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
- 6. 5 Counseling A supportive processby a manager to help an employee define & work through personal problems that affect job performance.
- 7. 6 Coaching benefits • Performanceimprovement (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
- 8. 7 Managing and Coaching Managingfocuses on: • Telling • Directing • Authority • Immediate Needs • Open Specific Outcome Coaching Focuses on: • Exploring • Facilitating • Partnership • Long-Term Development • Open to many possible outcomes
- 9. 8 The coaching process DefinePerformance Criteria Where do we want to be? Evaluate Performance Where are we? Plan Development How can we close the gap?
- 10. 9 Does SPO know whathe 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
- 11. 10 Sales person performance •Sales force performance as being comprised of behavior (the activities salespeople perform), and outcomes resulting from behavior Churchill, Gilbert 1985
- 12. 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.
- 13. (Competences) 12 Ability Effort Skills KnowledgeCalls Activities Sales person performance
- 14.
- 15. 14 Choosing the rightcoaching 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
- 16. 15 “ You neverachieve real success unless you like what you are doing “ Dale Carnegie
- 17.
- 18. 1- Trust • Gainedthrough 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.
- 19. 2- Support • Whichis 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 .
- 20. 3- Communication • Comesthrough two way sharing of information and careful listening from you. • Do not be judgmental • Always provide feedback.
- 21. 4- Participation • Involveyour employees in planning and decisions affect them. • Ask questions and use their ideas and suggestions.
- 22. 21 Change behavior notpeople • 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
- 23. • 10 stepsof field coaching During the call After the call Before the call 1 5 step steps 4steps
- 24. Before the call 4steps 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
- 25. During the call 1step • 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?
- 26. After the call 5steps 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?