Risk & Business Magazine California Risk & Business Magazine Summer 2017 - Page 20

COACHING

Coaching :

It ’ s An Ongoing Process

“ NOTHING IN THE WORLD

CAN TAKE THE PLACE OF PERSISTENCE . TALENT WILL NOT ; NOTHING IS MORE COMMON THAN UNSUCCESSFUL MEN

WITH TALENT . GENIUS WILL NOT ; UNREWARDED GENIUS IS ALMOST A PROVERB . EDUCATION WILL NOT ; THE

WORLD IS FULL OF EDUCATED DERELICTS . PERSISTENCE AND DETERMINATION

ALONE ARE OMNIPOTENT .”

- CALVIN COOLIDGE

Teams win championships , not coaches or star players . What are you doing to build each salesperson into a stronger performer and a more valuable contributor to your sales team ?

Our goal here is to enhance your effectiveness as a builder of strong salespeople . You can coach them to success !
Our job as sales leaders is not to grow sales — our job is to grow salespeople . And then it ’ s their job to grow sales .
While it is true that our success is ultimately measured on sales levels , we personally aren ’ t going to make that happen . Our job , then , is to help salespeople be better at what they do . We need to coach them .
By coaching , we are talking about field coaching : hands-on and in competitive situations . Like the impact a basketball coach has during the game rather than after the contest .
While the “ after the game ” sales meeting is important , it ’ s working in the field with salespeople that provides us our greatest opportunity for coaching . Here are three kinds of field calls a sales leader can make with salespeople :
1 ) Training call - Here the sales manager takes the lead during the call to show how it should be done . Other than being introduced to the prospect or client , the salesperson is essentially a silent observer . After demonstrating “ how-to ,” the sales leader debriefs the salesperson after each call . “ What went right ” and “ What went wrong ” are thoroughly discussed so that the salesperson can see the dynamics involved .
2 ) Joint call - A sales manager and salesperson both participate in these calls . Each person contributes appropriately . Often these calls are used in reestablishing a relationship or introducing the sales leader to customers .
Joint calls also are effective for gathering information about market activity , the competition , and customer wants and needs . How well your company is meeting those needs can be ascertained on a joint call .
3 ) Coaching call - In these instances , the sales leader plays the role of an observer and the salesperson conducts the call . The introduction of the manager usually should be done in a low-key manner . If he or she is unknown to the prospect , simply introduce the manager as an associate of the salesperson .
On coaching calls , the sales manager learns the most about how a salesperson performs on his or her day-to-day calls . As a result , it is where the sales leader can offer the most help . But that is true only if the coaching call is conducted properly . Often that is tough for the sales leader to do . Even if the sales person is “ blowing
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COACHING “NOTHING IN THE WORLD CAN TAKE THE PLACE OF PERSISTENCE. TALENT WILL NOT; NOTHING IS MORE COMMON THAN UNSUCCESSFUL MEN WITH TALENT. GENIUS WILL NOT; UNREWARDED GENIUS IS ALMOST A PROVERB. EDUCATION WILL NOT; THE WORLD IS FULL OF EDUCATED DERELICTS. PERSISTENCE AND DETERMINATION ALONE ARE OMNIPOTENT.” - CALVIN COOLIDGE Coaching: It’s An Ongoing Process T eams win championships, not coaches or star players. What are you doing to build each salesperson into a stronger performer and a more valuable contributor to your sales team? O ȁɔ́Ѽ)ѥٕ́́եȁɽ)ͅeԁѡѼ)Ս̄)=ȁ́́́́ͅЁѼɽ)ͅϊQȁ́Ѽɽ܁ͅ)ѡӊéѡȁѼɽ܁̸ͅ)]Ё́ՔѡЁȁՍ́)ձѥѕ䁵ɕٕ̰́ͅ)ݔͽ䁅ɕeЁѼ)ѡЁ=ȁѡ́Ѽ)ͅѕȁЁݡЁѡ䁑])Ѽѡ) 䁍ݔɔхЁ)聡̵ѥѥٔ)ͥՅѥ̸1ѡЁͭщ)́ɥѡɅѡȁѡ()ѕȁѡѕиѡ́ͅȁѼѽ̸)]ѡqѕȁѡt́ͅѥ)́хаӊéݽɭѡݥѠ)ͅѡЁɽ٥́́ȁɕѕ)չ䁙ȁ!ɔɔѡɕ)́́́ͅȁ)ݥѠͅ)Ё́ͼɔѥٔȁѡɥ)ɵѥЁɭЁѥ٥䰁ѡ)ѥѥѽȁ݅́)̸!܁ݕȁ䁥́ѥ)ѡ͔͍́х)(ĤQɅ!ɔѡ́ͅ)х́ѡɥѡѼ͡)܁Ё͡ձ=ѡȁѡ)ɽՍѼѡɽЁȁаѡ)ͅͽ͕́ѥ䁄ͥЁ͕ٕȸ)ѕȁɅѥqܵѼtѡͅ)ȁɥ́ѡͅͽѕȁ)q]ЁݕЁɥӊtq]Ёݕ)ɽtɔѡɽ՝䁑͍͕ͼѡ)ѡͅͽ͕ѡ幅)ٽٕ̤ %ѡ͔х̰ѡ)́ͅȁ́ѡɽ͕ٕ)ѡͅͽՍ́ѡ)QɽՍѥѡȁՅ)͡ձܵ䁵ȸ%)ȁ́͡չݸѼѡɽаͥ)ɽՍѡȁ́ͽє)ѡͅͽ(Ȥ)Ё́ͅȁ)ͅͽѠѥєѡ̸͔)ͽɥѕ́ɽɥѕ)=ѕѡ͔́ɔ͕ɔ)х͡ɕѥ͡ȁɽՍ)=̰ѡ́ͅ)ɹ́ѡЁЁ܁ͅͽ)əɵ́́ȁȁѼ䁍̸)́ɕձаЁ́ݡɔѡ́ͅȁ)ȁѡЁ ЁѡЁ́Ք)ѡ́Սѕɽɱ)=ѕѡЁ́ѽ՝ȁѡ́ͅȁѼ)ٕѡ́ͅͽ̃qݥ