Winning means quickly adapting to change in today’s market. Coaching through Change will support you in more effectively coaching your sales team through change to accelerate performance.
HFM application performance is a complex function of application design, data volume and quality, user process, and infrastructure design. Chris Barbieri reviews each of these aspects of system performance, explaining the relationship between application design and performance, along with updated application statistics to answer the question “what’s normal?” More than just statistics, Chris describes how HFM behaves according to variations in design.
Simulation assisted elicitation and validation of behavioral specifications f...Daniele Gianni
Presentation delivered at the 3rd IEEE Track on
Collaborative Modeling & Simulation - CoMetS'12.
Please see http://www.sel.uniroma2.it/comets12/ for further details.
People And Project Management Issues In Highly Time Pressured Rapid Prototypi...Arnold Rudorfer
This paper reports the experiences on people- and project management issues and how they
were successfully addressed to produce successive rapid deliveries of a medical healthcare
software prototype, the Soarian Financial product vision. The key practices of people and project
management are highlighted and concrete examples are provided to indicate how problems could
be resolved. Also, an outlook towards further research on people and project management issues
are presented in the context of evolutionary rapid development.
HFM application performance is a complex function of application design, data volume and quality, user process, and infrastructure design. Chris Barbieri reviews each of these aspects of system performance, explaining the relationship between application design and performance, along with updated application statistics to answer the question “what’s normal?” More than just statistics, Chris describes how HFM behaves according to variations in design.
Simulation assisted elicitation and validation of behavioral specifications f...Daniele Gianni
Presentation delivered at the 3rd IEEE Track on
Collaborative Modeling & Simulation - CoMetS'12.
Please see http://www.sel.uniroma2.it/comets12/ for further details.
People And Project Management Issues In Highly Time Pressured Rapid Prototypi...Arnold Rudorfer
This paper reports the experiences on people- and project management issues and how they
were successfully addressed to produce successive rapid deliveries of a medical healthcare
software prototype, the Soarian Financial product vision. The key practices of people and project
management are highlighted and concrete examples are provided to indicate how problems could
be resolved. Also, an outlook towards further research on people and project management issues
are presented in the context of evolutionary rapid development.
Las campeonas de España, la selección canaria de fútbol alevín, visitan Aqual...evercom
La selección canaria alevín de fútbol 8, campeona de España de selecciones territoriales, ha visitado Aqualand Maspalomas. Las vencedoras del torneo, que ganaron 1-0 la final a la selección valenciana, han disfrutado de una divertida jornada en el parque acuático grancanario para celebrar su victoria en el campeonato nacional.
Define American: Historic Communities of Lower Manhattan and the Lower East Sidemoninovoa
Historic Communities of Lower Manhattan and the Lower East Side are iconic in the story of America. We honor migrants and our true story that has always included complex themes of identity, forced migration, family migration, and a racially diverse, culturally-rich America.
Las campeonas de España, la selección canaria de fútbol alevín, visitan Aqual...evercom
La selección canaria alevín de fútbol 8, campeona de España de selecciones territoriales, ha visitado Aqualand Maspalomas. Las vencedoras del torneo, que ganaron 1-0 la final a la selección valenciana, han disfrutado de una divertida jornada en el parque acuático grancanario para celebrar su victoria en el campeonato nacional.
Define American: Historic Communities of Lower Manhattan and the Lower East Sidemoninovoa
Historic Communities of Lower Manhattan and the Lower East Side are iconic in the story of America. We honor migrants and our true story that has always included complex themes of identity, forced migration, family migration, and a racially diverse, culturally-rich America.
11. POLL
Over the past 24 months, which of the following changes have
you most often seen at your customers?
A. Organizational Restructuring
B. Key Contacts Leaving the Business
C. New Strategic Initiatives to Lower Cost
D. New Strategic Initiatives to Drive Growth
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13. POLL
Over the next year, which of the following changes to you
expect to see most often at your customers?
A. Organizational Restructuring
B. Key Contacts Leaving the Business
C. New Strategic Initiatives to Lower Cost
D. New Strategic Initiatives to Drive Growth
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15. Now Hearing From:
Des Lee
Founding Director of
The Executive
Change Group and
Former CIO of
Lloyd’s of London,
Kingfisher Group,
Unilever, and Nestle
Rowntree
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16. CHANGE FRAME
New Roles
Bu
s
er
sin
iv
Team Change View
Dr
es
s
s
es
In
sin
iti
at
Bu
iv
es
My Change View
My Change Reaction
s
ic
am
n
Dy
M
ar
n
io
ke
Team Change Reaction
at
tD
z
ni
yn
a
am
rg
O
ic
s
New Leadership
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17. COACHING THROUGH CHANGE
Coaching
Style
S.T.A.R.
Coaching
Plan
Change
Velocity
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18. CHANGE VELOCITY
Status Quo Pragmatic Initiator
Reactive Proactive
Committing
Exploring
Resisting
Denying
Change Velocity = Change View X Change Reaction X Change Motivation
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19. CHANGE VIEW
Status Quo Pragmatic Initiator
•Accept the way it is •Explore the existing •Prefer faster & more
situation in an open & radical approach to
•Prefer current objective manner change
circumstances over the
unknown •Advocate change that •Prefer significant and
aligns with current expansive change
•Prefer incremental circumstances
change •Challenge existing
•Interest in what will structure
•Best at gradual & work in a given
continuous improvement circumstance
Source: Adapted from Change Style Concepts
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20. CHANGE REACTION
Phase 1 Phase 2 Phase 3 Phase 4
Denying Resisting Exploring Committing
• Refusal to believe the • Dig in to preserve familiar • Look for ways to meet the • Emergence of new ways of
change is needed ways challenge thinking & behaving
• Ignoring information that • Show anger, negative or • Shift from holding on to the • Decide change approach &
shows a demand for pessimistic thoughts past to looking forward to how to implement
change
the future
• Express frustration, anxiety • Other signs:
• Greatest obstacle to and fear • Inquire about change &
organizational change
strategies for change • Acceptance of the
• Other signs: change
• Other signs:
• Other Signs:
• Withdrawn • On-going effort to
• Minimize implications
• Open to sharing learn & adapt
• Self-absorbed
• Exaggerate
• Listen to ideas • Focus on moving
implications • Inaction regarding the change forward
Source: Adaptability Responding to Change
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21. MOTIVATING CHANGE
Poor Average Good
Performer Performer Performer
Three areas to agree:
• That the individual believes they can do better…
• That the coach can help…
• That life will be better or easier if they improve…
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22. Now Hearing From:
Pierre Hoffer
Presales Manager
Enterprise Servers
and Storage
HP France
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23. COACHING FOR RESULTS:
“LET YOU FLY & GUIDE YOU ALONG THE PATH”
Coaching Style Coaching Style
• Provide guidance • Review flight plans
• Periodic reviews • Periodically re-calibrate
Flying
• Regular check points • Periodically follow-up
• “Fix the plane” • “Share flight experiences”
Coaching Results “Mechanic” “Navigator” Coaching Results
• Less time consuming • Less time consuming
• Greater team growth • Team continuously grows
• Greater team ownership (Proven Results & (Proven Results & • Team ownership
Team Take Off
• “Team taking off” • “Team is flying”
Limited Experience) Strong Experience)
Coaching Style Coaching Style
• Directing actions “Pilot” “Co-Pilot” • Help prepare
• Frequent reviews • Regular reviews
• Follow-up on actions Regular follow-up
Grounded
•
• “Fly the plane”
(Unproven Results & (Unproven Results & • “Co-Pilot for the plane”
Coaching Results Coaching Results
Limited Experience) Strong Experience)
• Time consuming • Time consuming
• Limited team growth • Team growth starting
• Limited team ownership Directing Coaching Enabling • Co-ownership with team
• “Team grounded” • “Team taxiing for takeoff”
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24. Now Hearing From:
Tom Lamkin
Central Region Sales
Director HP Financial
Services
HP US
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25. S.T.A.R. COACH PLAN
• Observe performance against identified goals
1. Observe • Identify specific behavior and supporting examples
See it = Behavior • Identify strengths and areas to change
• Determine appropriate coaching style for the individual
• Ask, don’t tell…start with the individual’s observations
2. Discuss • First discuss what went well and then areas for improvement
Talk about it = Observations • Share your observations
• Gain agreement on areas requiring improvement
• Motivate the individual to change
3. Plan • Agree on priorities and specific goals
Agree to it = Actions • Identify next steps – SMART objectives
• Establish metrics for results, activities and skills and knowledge
• Monitor progress and observe behavior
4. Create
Reinforce it = Accountability
• Follow through and follow up
• Provide ongoing feedback
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27. PLEASE COMPLETE OUR SURVEY
Click the link below to complete the webinar survey:
http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/
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28. QUESTIONS
AND ANSWERS
Enter questions here
Click the link below to complete the survey:
http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/
29. COACHING SALES FOR BETTER PERFORMANCE
Register for the replay Click to register Click to register Click to register Click to register
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