This is a sample coaching map from our book series Coaching Conversations - we hope you find this helpful!
This is a sample coaching map from our book series Coaching Conversations - we hope you find this helpful!
This is a sample coaching map from our book series Coaching Conversations - we hope you find this helpful!
I hear it all the time - my people hate change or this employee fights change. Guess what? Change is here and it coming and by the way its moving fast! Instead of me writing about coaching to change which I have done I met someone who really has a unique perspective on change: Cassandra Worthy
This is got to be an interesting time for new managers. Think if you were just promoted or hired as a new manager and you have your team looking at you wondering what the next step is going to be? We've used this phrase over and over again yet these are truly unprecedented times. Veterans of leadership have not gone through this as many executive level leaders have not gone through this. As bad as this may sound this might be one of the most unique terms to start your leadership career because it may never be as challenging or as difficult as it is right now. Yes, we all need to get our leadership scars as bad as that also sounds it simply just comes with the territory.
This coaching map that will give you some techniques and strategies of how to collaborate. These techniques were not written for these times; nevertheless, the strategies will help build collaboration which is absolutely critical to this time frame.
This is a sample coaching map from our book series Coaching Conversations -
we hope you find this helpful!
Let's be honest nobody really seeks to change. Few people really embrace change enthusiastically. When it comes to current times wouldn't you agree that if everybody had a healthy relationship and were triggered enthusiastically when change occurred whether we asked for not our organizations would be better off?
Coaching is really a different language. It takes time and practice and certainly know how. We have published three books they give specific questions, activities, learning projects, and supplemental coaching strategies targeting typical workplace challenges such as attitude, motivation, teamwork, communication, etc. These books will serve you extremely well and can serve as great training guides for managers.
Often in our business, especially before our current crisis, we would hear comments from leaders like “I just don't have time to coach”, or “I’m too busy.” I've always thought this was just a smokescreen for the real reasons of not coaching. The real reason is that leaders typically don't know what to do or what to say,. So let's think about today’s situation. If there was ever a time when managers need to build trust and encourage open dialogue with their employees, it's now more than ever. Let’s face it, as a society, just as in workplace cultures, we suffer from conversation deficiencies. At its most fundamental level, we run so hard and fast that we often have dysfunctional conversations. Let’s look at this from a simplistic level. How often when we’re listening to people are we thinking about what we want to say next when they finish talking? Let’s be honest, don’t we all do it? Think about it. How often do we really demonstrate to somebody that were listening by taking the time to paraphrase what they said to show understanding? That’s true active listening. Lets all slow down and REALLY listen to understand while demonstrating empathy.
Leaders need to coach as at its most fundamental level it reveals one big reason why! Coaching if done before the pandemic crisis would facilitate a manager's relationship and trust with his or her employees. On the other hand, if the manager is not coaching and fell victim to the typical excuse of not having time to coach this person be at a distinct disadvantage. A manager who does not coach now has to lead their team and it begs the question with the team want to follow this leader during such a stressful time? The number one excuse we get from managers not coaches they don't have time so what happens when a crisis occurs and they magically show up and start asking questions and trying to lead their team?
Coaching is about scheduling time. Coaching is about asking questions and learning and gaining understanding of how employees are feeling and where they want to go with their careers. A manager who coaches and leverage strengths will experience a smoother transition than a manager is not taken the time to coach. During this crisis, how can a manager we has spent no time conversing or asking questions of their team now is asking questions such as how are you feeling? How will employees respond to this as this will come off is out of the ordinary.
There is no greater tool right now then coaching to demonstrate empathy and facilitate leadership as well as drive understanding and clarity of how each and every employee is uniquely feeling.
The following is a coaching man from one of our books The Coaching Conversation Series. A coaching map depicts the step by step process down to the exact question, activity, and learning project manager can use to facilitate coaching specific to a particular topic. I hope this helps:
Often when we are coaching people we lose sight of our core objective. Recently I had a conversation with a manager who wanted a person to go back to their old ways of being a positive teammate and possessing a great attitude. I asked the manager how many times he had met with this employee on this topic and he said only once up to this point. I asked what was your overall objective and he said for this person to get back to their old ways of being a great teammate with a positive attitude who went above and beyond the call of duty to help their teammates. I asked what was your objective of this upcoming conversation and he said "The Same Thing". RED FLAG: there is no way one conversation is going to lead to this misguided yet positive objective.
This podcast teaches specific reasons and case studies that illustrate the value of coaching and why it will allow you to do one of three things coming out of this current crisis: Podcast Link: click here
This podcast teaches specific reasons and case studies that illustrate the value of coaching and why it will allow you to do one of three things coming out of this current crisis:
Having uncomfortable conversations has never been more difficult. Due to the recent pandemic crisis it's really quite ironic that people seem to be a little bit more thoughtful and nicer yet it gives you perspective as to why would a crisis bring people closer together? It forces people to gain perspective and with that being said it also forces us to have conversations that are tough.
One of the conversations is laying somebody off during a difficult time when nobody is really at fault. Instead of providing a lesson as to what to do I will use coaching questions to assist: How you have that conversation with empathy and consideration in a forward thinking helpful perspective?
Another tough conversation communicating when you don't have answers. How you do this transparently and consistently?
Third type of conversation is asking people to do more while working differently. One of the best questions when you're asking people to change especially during a crisis is the following question: What can I do to assist you to facilitate greater comfort and what could I do going forward to check in with you to ensure that you're still feeling the same way?
These times are forcing conversation. Times are forcing change. Conversation and change can be powerful if done with empathy and thoughtfulness and certainly listening… Really listening through active listening… By stating back to somebody what they said and felt and meant. This builds trust and greater relationships going forward when going back to the new normal whatever that might be.
As coaching grows in popularity more and more organizations wrestle with some very simple questions: What is coaching? How can we use it? What doleaders need to specifically do? Let’s look at some of the fundamental aspects of coaching and revisit what it truly means to coach somebody.
This episode teaches how to have conversations during uncertain times. It reveals some specific strategies to build awareness and commonality between employees to elevate relationships and trust within the organization even when remote.
What if the acronym of FEAR was "Failure to Engage And React"? This episode will teach you how to take this acronym and convert some words to promote people's reactions to be proactive and positive, ultimately helping them dissipate fear especially during these unique times.
Coaching is the number one thing a leader can do right now. Coaching is nothing more than a conversation to learn and find out how somebody's feeling or what they want to do. If there was ever a time to find out how employees were feeling during this coronavirus pandemic is now!When leaders coach they build trust in relationships. Coaching is about asking questions; whereas, typical leadership is about directing and telling people what to do. Typical leadership is not what people need right now to a certain extent when in fact coaching will provide greater clarity to the stress and anxiety employees might be feeling at this time.
One of the most startling from a variety of sources is that over 70% of buyers in a B2B world today make their decision forever talking to a sales rep. WOW! What is a sales rep to do? It is imperative that sales people and teams reinvent themselves. We have to automate and streamline some of the mundane tasks such as prospecting, phone dialing, proposal generation, etc. The time-saving has to be reinvested into practices that allow salespeople to get in on the front part of the buying process. Here's a brief list of action salespeople can now take:
One of the most fundamental things organizations can do is to go beyond the traditional training and coaching. Often, if not all the time, people are coached and taught as it relates to their job functionality. Most people are never trained or coached on how to accept coaching. Most people are never trained or coached on how to overcome change and challenge. What if organizations took time to fuel their employee's minds positively? Many organizations will on-board their employees, but will on-board their employees specific to the job requirements, processes, and procedures associated with the organization. What if organizations took a proactive step towards teaching employees how to ultimately coach themselves? What if organizations took a holistic approach of feeding their employees mind with positive material to help offset the stresses and rigors often associated with the day to day workplace?
The number one problem in coaching and corporate America today- managers are not engaging in critical conversations. What’s keeping managers from having this dialogue? It’s not lack of time, even though that’s usually the first block that comes up. It’s not that they are unqualified to be partaking in crucial conversations. What is the issue? Managers don’t know what to do and what to say when having crucial conversations that tie training objectives and coaching together. So, how do you provide managers with the skills and practice needed to become agile when it comes to having these conversations?
Many companies are now starting corporate coaching training programs due to the value that coaching can provide an organization. There is no better opportunity to retain and develop top talent than coaching. With that being said there are certainly challenges associated with coaching such as managers taking the time to do so. Here are six steps that should help organizations develop a corporate training program for coaching that is successful:
I'm going to say something that's controversial- asking your employees to be positive can be condescending. With outside stressors influencing our lives on a consistent basis, when a manager or boss says to me, "Hey, let's put on our happy face and be excited to be here today!", my immediate reaction is, "Yeah, ok," followed by me falling back into my daily negative thoughts. Let's face it, we all have things that make focusing on our work and being mindful of our impact on the work and our workplace extremely difficult- student loans, emergency bills, that one family member who constantly causes stress, endlessly comparing ourselves to everyone else on social media... the list can go on and on. So, instead of continuing to fall into the trap of cyclical self-pity, what can I do to combat these stressors in a meaningful and lasting way? Here's how you can infuse positivity into your workplace in a way that impacts each of your unique employees:
Often we hear about the right brain and the left brain when in fact I would like to make it a little bit more simplistic. I think we have a positive brain and the negative brain. The positive brain is the brain that people feed with positive content and thoughts and emotions. The negative brain is the brain that allows negative thoughts and feelings. This in essence is a battle every single day for every single employee. I often crack a joke when I do public speaking that people have a balance act that they have to have every single day like a teeter totter. No one ever goes home at the end of the day when a loved one asks them how is your day and they say "neutral, I didn't have a feeling from 8 to 5". People usually laugh but what it indicates is it's kind of ridiculous because people normally have good days or bad days but why?
I think every company has the role of leader by the water cooler at some point. What is meant by water cooler leadership? Water Cooler leadership is an event that occurs typically near the water cooler where people complain and gripe about a new policy or maybe even people at the organization. The water cooler is typically a resting place for the disgruntled, but rest assure water cooler leaders have an impact in the face of change and things people go through. People will gravitate naturally to the negative cause. Often the negative takes less effort. It's easier to complain then to overcome change and challenge and do the right thing. Every organization has water cooler leaders. Some people call them the elephants in the room, but there's an important question to ask. Why do people go to the water cooler versus just doing the right thing and going to the source and working through things or overcoming change and challenge?
There are two fundamental elements of great employees, elements that are rarely taught to them- how to overcome challenges and accept change! Everyday people who have gripes or discord with people and/or work typically are as a result of people fighting challenges or are not focused on overcoming the challenge. We train employees on job-specific duties and rarely teach them behaviors and skills associated with handling inevitable change and challenges they will encounter in the workplace.
The number one skill seems so simple, but so many factors are against it! People cannot do it well at all. Many things get in its way, like our own thoughts and objectives. People rarely do one valuable thing that builds clarity and trust- that's active listening, where you state back what somebody said during dialogue. Active listening plays a huge role in having effective conversations, which many people struggle with.
We invest a lot of time and energy into figuring out how to best operate our businesses. From lean consulting down to employee performance improvement plans, we seek to figure out the best solutions to our most common workplace problems. We're able to spend millions of dollars a year on these practices, but we're omitting something vital when it comes to getting at the heart of what's going on at our companies- we're forgetting the "why".
“What do I do when I feel as though my relationship with my coaching candidate is not bringing about the results I’m looking for? I feel as though I’ve been working with them forever but not finding success!”
Communication is key, right? It's often the answer to relationship problems with a partner, the issue that comes up when we use emails too frequently, and it's the tool we use in the corporate world to stay in touch with our fellow employees, managers, and teams. But what's the difference between quality and quantity when it comes to communication? Is it really the be-all-end-all that brings a manager and employee together, or is constant communication more aptly named "conflicting"? Here are some common themes we see with communication at Progress Coaching that get in the way of successful employee and manager relationships:
When we think about what motivates us in our jobs, it comes down to something we want to achieve – the next big promotion, a pay raise, or the respect of our peers. But what is really behind those things? What do we truly want to accomplish for ourselves? That promotion may really mean job security for some, or a sense of progress for others. The pay raise? Financial security or savings for something big for yourself or your family. And the respect of our peers can stem from our need for approval from others. There is generally an emotional attachment to your goals, and even by setting them in the first place you have taken the first big step toward accomplishing them. Everyone has a goal, including the individuals on your team – all you have to do is ask the right questions.
So many times in my job, I get a lot of questions like, “how do you coach to engagement study results?” Questions like that remind me that so many engagement studies are based on personality tests, blanketing entire groups of individuals who are just that – INDIVIDUAL! So how can an engagement study accurately portray the personalities of each person on your team by putting them into categories rather than coaching to the individual themselves? Just a heads-up on that one – most of the time, leaders will adjust their coaching only to the groups of personalities that the engagement study believes that people with all sorts of different personalities might fall into. That strategy is time-effective, sure, as you can coach the individuals in each category the same, but not the most accurate strategy out there.
When thinking about coaches of athletes, we typically picture the in-game situations. High-intensity, focused instruction paired with cheers and positive affirmations are the general structure of a coach’s interactions with players in a game or match. But what about practices? How does the coach play a part outside of the intense game play in helping the individuals they are coaching become better at their craft? And how do they get the individuals to remain ENGAGED?
I think every manager, leader, supervisor, trainer and coach has had this thought at some point in their career: What do I do with someone that isn’t engaged – are they even worth coaching? Gut instinct says, “You can’t change the way a person is.” However, after some consideration of a strategy, you can help the individual find their place. Often, lack of engagement comes from either lack of understanding or lack of knowledge on how they play a role in the company. And, for the record, every person is worth coaching to some degree. It all depends on how far you’re willing to reach to find their true motivation.
I've been in the practice of teaching and training managers how to coach their employees for over 20 years now. One thing that's been around even longer than that are assessment tools. Those tools are quite valuable, but we started to realize something. Many of these assessment tools are based on personality, and the output is usually canned pieces of information that require managers to interpret the data on their own in order to create a plan or coaching strategy specific to what they learned. This can be very complicated, convoluted, and quite frankly very difficult for managers, especially those who aren't yet skilled in coaching. In order to make this process easier for managers to immediately apply assessment results to tangible coaching strategies, we at Progress Coaching have created the Dual Assessment Strategy.
While the industry has many valuable tools there is a tremendous opportunity of using a dual assessment strategy to bring the manager and employee together for common ground, greater understanding of one another, and a framework to apply coaching strategies. Progress Coaching has created such a strategy using two custom assessment strategies:
Maybe it comes from an idol – someone you’ve looked up to for ages. Maybe it comes from something that motivates you personally at home. Maybe it’s an interaction you had with someone that gave you a huge boost of confidence. Whatever that maybe is for you, everyone has a source for inspiration to be the greatest that comes from outside your company’s walls.
As I was scrolling through my phone this morning, I came across a recent article on Forbes, "Doing This for 5 Minutes Every Morning Can Make You Nearly Twice as Productive". Turns out my daily ritual of scrolling my phone before I even consume coffee isn't setting me up for success. Luckily, I'm not alone. More than 7,000 people have taken the free online test “How Do Your Time Management Skills Stack Up?” 66% of people check their email, while only about 34% make a plan for the day. How does this translate to your day? Check out the article above for some really interesting data analysis.
Many people have been in a situation where they are questioning if it is “their place” to step in to coach someone else. In determining your role as a coach, there are factors that should be taken into consideration, such as the impact that your coaching might have on the situation, your relationship to the individual, and that individual’s supervisor if you are not it.
Throughout my daily life, I try to illustrate connections between great customer service and coaching. It's apparent when a company truly embraces what it means to have a great culture when you experience it consistently across an organization. I welcome the millennial stereotype of brand loyalty when it comes to working with or spending money with companies that move beyond simply "talking the talk" and wholeheartedly take on the "walking the walk" piece. It's easy today to fall into a trap of simply believing a company's promise, whether it's a proclamation that their green initiatives go above and beyond their competition, or that their attention to detail and lack of frivolity is why you should purchase their product. The way I sort through this over-saturation of abundant promises is through speaking with a customer service representative.
The phrase "role-playing" universally tends to conjure up sighs, eye-rolls, and groans. Even though this is the typical case, can we all agree that we don't get better without practice? One of the reasons role-playing get such a negative connotation really has nothing to do with role-playing itself, rather it’s based upon how we give one another feedback.
Confidence is a very brittle thing and can be broken in an instant. One of the most fundamental examples of this is when people role-play or practice inside a corporate meeting. After the practice session is completed feedback is provided and for whatever reason people seem to unload on constructive feedback. They will provide one or two things the person did well and then lead with the phrase such as "here is what I would do if I were you" and then they begin to provide multiple counts of constructive feedback. Rarely do people ever leave these meetings invigorated and the proof is when role-playing or practice is announced most people usually roll their eyes and dread the thought of doing it but why? These sessions indicate people typically do not have confidence associated with practice just due to the nature of how the feedback is provided.
I'm going to say it- it's easier to coach someone else than it is to coach yourself. Just think about it, how often do we latch on to giving our two cents when it comes to anything? From giving our friends some advice on a new diet, telling someone how to optimize their workflow, to relationship advice and how to handle conflict at work. All of these things require little or no acceptance or awareness of how we execute any of those things. This distancing is why we prefer to focus on others rather than ourselves- it just feels better. You feel like you're being helpful, you're accomplishing something by giving someone advice or coaching someone, you're fostering a relationship, be it at work or in your personal life. But, when's the last time you asked yourself this question: Did this person really need to hear what I just told them, and why did I feel it was necessary to share that with them?
Without practice employees do not arbitrarily improve. Without practice we cannot observe skills and behaviors to reinforce. Without practice employees will not arbitrarily develop confidence. Without practice managers are allowing employees to practice for the first time in front of peers and customers. So what is a manager to do especially when time is limited? Here are five strategies we would encourage you to adopt when it comes to facilitating practice:
When I think about learning I think about employees who have gone to a class or maybe an online course and they’ve experienced knowledge dissemination or skill development. Where does coaching come in?
Let’s take two scenarios to illustrate this point. First, somebody attends an internal corporate workshop where he or she have learned the valuable material and engaged with his or her teammates throughout the company.
We hear it all the time "I don't have time to coach my employees" or "our industry is really different and our managers are working managers" or "we hire really good people" or ???
The fact of the matter is some of the aforementioned reasons certainly have some merit but what if managers could creatively build their own coaching programs and apply coaching strategies even when they're physically not present? What if managers were really taught how to address the two major reasons why they do not coach and provided real world assistance and support?
The Power of Progress! We've been teaching Progress Coaching™ for over 20 years I wanted to share with you a really cool concept: The Progress Initiative. The Progress Initiative is a movement organizations can take for talent development and retention as well as the cultivation of effective leadership.
Often, organizations will deploy a workplace engagement study to ascertain their employee's happiness and level of engagement. This could include their salary, their benefits, their engagement levels, their motivation, their team dynamics, or what have you. The purpose of the engagement study is to find out what's going on in the workplace. Often, organizations will do this on an annual basis which quite frankly is just not enough. Often, the results will be shown to an executive or upper management team only to have it sit there.
Starting a coaching relationship is not always easy to do and one of the things we teach in the progress coaching training system is something we call the awareness stage. The awareness stage is when we make someone aware of the opportunity to improve but the language and approach we use is as critical as anything. The goal of this stage is not to convince somebody that they have to improve, rather it's to make them aware of the opportunity, seek their emotional commitment to the area of opportunity, and ultimately establish a cadence associated with getting together.
The goal of coaching is ultimately to get people to look in the mirror step one and then take step two which is to take action on step one. The funny thing is very few people do step one very well. It's hard to be honest with yourself.
Here are a few examples of the challenges people have as it relates to being honest with themselves. Let's take a salesperson who's had a great year and when you ask that salesperson why they had a great year they tend to talk all about themselves. The next year they have a down year and you ask them what happened they tend to bring up extraneous things such as the economy or pricing issues or product issues. The funny thing is good salespeople sell during tough times.
Recently, I had a conversation with an organization where one of the managers felt like there would be greater traction with their end of the year engagement study results if upper level management participated in coaching and mentoring. He presented a true fear of having such a conversation as it was filled with political potholes and risk. What is a manager to do?
Think of the number of interactions we have each day – how many of those interactions are more than two minutes long? And at the end of the day, how my of those interactions do we actually remember? When we have conversations, being prepared is the key to helping your customers love what you have to offer them in a short amount of time, not just with your product or service, but with you as a person. So the big question is: how can a salesperson be genuinely interested in a transaction and a customer without coming off as overbearing?
As someone with a background in counseling, and as a citizen who pays attention to the world around them, the world can be a tough place. Instead of avoiding difficult subjects, we know that genuine human connection can help ease some of the burden. Some of these difficult subjects like workplace culture, engagement studies, and emotional intelligence are trending for a great reason- companies are owning the fact that embracing each of these areas is key towards their overall success as a company. So, you know you need to focus on these things because they keep popping up everywhere- the news, social media, word-of-mouth around the office, mandates from upper management. Great! You've embraced the first step of the process, which is gaining an understanding. Then that begs the question- now what?
Leaving little notes on your employees’ desks, taking 30 seconds out of your day to let someone know something specific that they have done that you appreciate, or calling a meeting just to let your team know that what they do is appreciated are all ways that positivity can drive a positive and productive workplace atmosphere. So what happens when positivity is missing?
There are two sides to parenting – the enforcer, and the pleaser. Most parents try to opt for the middle: represented by the coach. In many ways, the middle ground in parenting and coaching is the balance between enforcer and pleaser - someone who looks to lead but must also follow the cues given by those we are trying to coach, whether those people are our children, our employees, or our sports team. We look to that coaching figure as the authority but also the guiding hand.
This is the first part of a series from Alyssa Zickert, our new Coaching Strategist here at Progress Coaching. Let us know what you think in the comments!
Sometimes we must reach down and reconnect with our roots – in business, our roots are the employees that help build companies from the ground up. The most valuable connection any manager can possibly make in the office can be made in many ways, with the most effective being outside the comfort of the manager’s office- building valuable trust between manager and employee.
Supplements are so prevalent here in the United States that they have their own storefronts, loyal fan-bases, and are even touted across cable networks due to their popularity. Scientific evidence shows that some of these are beneficial to our overall health, but on one condition- they are most effective in conjunction with overall healthy behavior like diet and exercise. You can't take a magic diet supplement, for example, and expect to lose weight, all while pounding cheeseburgers and beer (wouldn't that be AWESOME?). So, in order to get the most out of your supplements, you need to support it with a healthy lifestyle.
I recently read an article written by Travis Bradberry entitled, "Nine Types of People Who Never Succeed At Work", and it immediately got me thinking. This quote stood out to me: "None of these behaviors are a career death sentence because they can be eradicated through improved emotional intelligence. All it takes is a little self-awareness and a strong desire to change."
Let's face it- we all work with people who fit the characteristics that Travis details in this article. But this begs the question- do you simply wait for the employee or coworker to become self-aware on their own schedule, or do you intervene and propel the change?
Coaching is the new leadership. The days of leaders commanding and demanding people with little to input are way behind us. People crave strong leaders, but they also want an opportunity and a platform to share their ideas and insights.
When you think about conflict, or confronting someone, does it make you nervous? Doesn't it make a lot of people nervous? I want to share a notion with you that conflict, in certain moments, can be unbelievably healthy. Let me give you a couple of examples.
One of the toughest things that we go through is our ability to recruit employees. The toughest thing we need to consider is that the world is shrinking and it is very easy for candidates to find out what our organizations are like as well as specific managers and their leadership styles. A brief example might be a candidate going to work for a company and not knowing much about the company. What will the candidate do knowing he or she may have multiple offers from different companies? They may go to LinkedIn and see if they know anybody at the company. This is where a manager's personal leadership brand becomes evident or least it’s perception. A candidate might call someone at the company to find out what that boss is like. On one hand what if the boss has a reputation of not being very engaged and occasionally flies off the handle yelling in staff meetings? On the other hand what if the manager is engaged and has developed a relationship of being positive in a great developer of talent?
The most fundamental mistakes managers make when they're coaching is that they coach to the situation and not to the issue(s). Let me give you a brief example. Let's say you walk by and you hear three people at the water cooler gossiping and talking negatively about other people. You hear them demonstrating very mean spirited comments. They are really being poor teammates and employees. Often, we might address those situations feeling like we've corrected them when in fact we have not even started to coach to the real issues which might be poor attitude or a lack of teamwork or not upholding corporate values and principles. We tend to have managers thinking about coaching as an apparatus to fix things or to adjust people.
What's been a pleasant surprise in the last two years is that the coaching industry and the coaching movement has gone from this concept of, "It would be nice to coach if we had time," to organizations stating, "We must coach our employees." This has been, needless to say, refreshing.
This still begs the question- how do we motivate our managers to coach?
This article is not about how to coach, but how to continue to push our managers up that hill, since time is not an ally when so many managers today wear so many hats.
I bet when you first read the title you thought it was over the top. This is from a company we worked with years ago that had less than 15 people when I first started working with them. I'll never forget the day this conversation took place. It still reminds me of the value of teaching coaching and what I do for a living.
A manager of one of our clients sites was extremely upset with one of his employees. He was in the "lobby", but due to the small size of the company, everyone could hear what was being said. The manager got in the employee's face, began to yell, literally called the employee stupid and began to use profanity. In the spirit of time I'll cut to the end of the story. The employee was extremely upset and abruptly left the company quitting without a two-week notice.
When we have to do something associated with conflict and confrontation, people tend to get very squeamish and hesitant to even do so. But, in the meantime, they'll go off and tell others of their frustrations, resulting in "Water Cooler Talk"!
One of the questions I receive frequently from managers is about getting their managers or executive team to coach them. They often fear retribution if they bring it up- as if they are crossing a line. When we provide our program to organizations, everybody says you should start with the executive team, which I agree with, but often it gets pushed down to management levels below the executive team. Executives are incredibly busy today, but so are managers below this level!
The coaching industry is growing by leaps and bounds. With that being, said I think we have to be very conscientious of the reasons why we need to coach and not just for the traditional reasons of engagement and performance development, but more organizational reasons as well.
To be blunt, the elephant in the room is always the manager's perception of they don't have time to coach. We hear that at every client site when we start. I always laugh at this because I think if somebody leaves me and I have no time to coach them how when do I have time to even interview somebody to replace them? On the other hand, I think we're asking managers to do more and more than we ever have before; therefore, we must acknowledge time is scarce. So, knowing this conundrum, what do we do?
I’m not the type of person who complains about any customer service error. If a cashier is rude to me, it’s not a big deal; they’re probably having a bad day. If something I order online takes way longer to arrive than the website told me it would, I live with it. If the meal I order isn’t exactly what I receive, I usually just eat what I get.
First of all, millennials are incredible people, and let me also share this major suggestion with you-not all millennial's are alike! Treat each and every employee, including millennials, on their individual merits, characteristics, and opportunities for growth. We tend to categorize and label people too much, cutting ourselves off from truly learning what each individual is about and what they need for career and professional development.
This is written by 16-Year-Old Daughter Bridget: Trust me I did not edit one word as you will see: Well Done Bridget!
My family has a running joke about my father’s intelligence - or, really, his lack of intelligence. We joke that he’s been lying to us for years about graduating college, that he’s never actually read a book, and that my brother and I must be the products of either infidelity or adoption. Even the very concept of my dad’s company has often been the subject of our ridicule - on multiple occasions, I’ve remarked, “Anyone could run his company!” While there is some truth to some of these jokes (even my mom will admit she’s never seen any physical evidence that he graduated college), I’ve gained a lot more respect for what my dad does by working at his company.
This article is written by Peter Mclees: https://www.linkedin.com/in/petermclees/ One of our Progress Coaching Partners.
Conflict can be…well…difficult. Perhaps you can associate with the idea that our best selves do not always show up for the occasion. Before we know it, we’re drowning in conflict and our emotional intelligence becomes emotionally dense while a fire-breathing dragon replaces our deep breathing for calmness.
A foundational building block at Progress Coaching is the knowledge that the number one factor that motivates people for success is a sense of progress. We didn’t just pull that out of the air. In an extensive study completed by Teresa Amabile out of Harvard Business School, 76% of participants felt most motivated when they had the sense that they were progressing or getting better at their job.
People in my industry, including myself, talk an awful lot about “Feedback.” To a degree that makes it seem like it’s this huge, daunting thing. It has gotten to the point where we talk so much about feedback and emphasize the importance of feedback to such a level that we forget one important truth. Rather than being a huge deal, or something to be afraid of, remember that feedback is a conscious conversation that most often takes less than one minute.
Although it is impossible to control another person’s attitude, it is possible to make an impact on someone’s attitude whether it be negatively or positively. Often times, attitude is only addressed when it poses a problem or starts out poorly and gets worse. Positive attitudes are rarely addressed, and rarely do we invest in the good things while rewarding positive attitudes. Coaching can help focus on the importance of positive attitudes while working to improve negative ones.
We spend billions on leadership development, but what about the other side, the people receiving leadership and in this case coaching? What if we taught people how to receive feedback? What if we taught them skills to improve their "coaching reception" skills. This could include how to:
Let's be honest, tracking sales such as leads does not drive sales performance. Tracking won or lost sales also does not drive sales performance. So why do I bring this up? Recently, I met with a sales organization in the manufacturing sector that was telling me they meet with the people every single week for coaching sessions. When I asked her what was the basis of the sessions in terms of what was conducted, she started to tell me typical answers that are related to the top and the bottom of the sales funnel such as:
Coaching has grown in popularity in terms of setting up a business now more than ever. Coaching continues to rise as the reception of coaching continues to grow in the corporate world. We have life coaches, executive coaches, sales coaches, nutrition coaches, just to name a few. As our market gets crowded, and dare I say saturated,
We hear the term all the time-bench strength. I think this term is used all too often as a reactionary method in case people leave the organization. However, a talent bench is when an organization proactively develops talent that can be used within the department as well as throughout the organization. A talent bench is a strategic asset that a company chooses to build to fill future management positions as well as supplemental leadership positions.
As often providers think, our solutions are magical, and if people would just take training from us, everything would be okay. While this sounds nice, it couldn't be farther from the truth. While I think my company provides great training, other companies do as well, it begs the question, why do managers still struggle to coach? It comes down to one small detail:
Whether you are a manager or coach that provides a service of coaching time has always been our greatest challenge. It seems everybody's entering the coaching profession these days and more and more companies are starting to adopt coaching as a talent development strategy. How does one go about maximizing time?
We all talk about angry customers. Let's be honest, sometimes we don't even want to talk to angry customers, but what if there were a way that we could change our relationship with angry customers? What if we actually looked forward to an angry customer? You must think I'm crazy at this point. Let me explain. If everybody in the world gave great customer service and every customer was happy, how would we go about differentiating ourselves? What would separate us? What would make us unique from the competition, especially when it comes to customer service?
Years ago there were few of us and now there are many of us. Who are we? We are companies that will come in and work with your organization and train your managers on how to coach. The challenge continues to grow in terms of gaining traction with managers. I would assume we all hear some of the same things such as they have a challenge with a lack of time and that they wear many hats.
Help your employees obtain FAME. What is FAME? FAME is an acronym for feedback, attitude, motivation, and engagement. Why did we create this acronym FAME? The reason we created it is every employee deserves the opportunity to be recognized and rewarded for their FAME and FAME can really come in the form of these four attributes.
I know this may seem a bit of a stretch but one of the things that I think has been occurring in the selling industry for years is better technology and automation tools are coming to the forefront. One such technology is phone dialer systems. We use a system called Phone Burner and while I used to dread making 100 to 200 follow-up calls after one of my webcasts I now look forward to it because the system actually makes it fun and I can easily accomplish this task in under two hours while providing a strong message.
One of the greatest tests we can perform is to ask ourselves as leaders the following question: "do my employees come to me offering to help for the betterment of the team and the organization arbitrarily"?
The key element of any leader is to pause and look around. What do you see? Do people look invigorated? Inspired? Frustrated? Working well with one another? Going above and beyond what is expected for the betterment of the organization? Just doing their job?
Looking to Start and Expand Your Coaching Skills?: Check Out Our New Online Coaching Academy?: http://www.salesprogress.com/progress-coaching-academy-coming-soon
It's that time of year where finding an excuse to get out of things becomes more and more appealing with each passing day. We lack motivation- it's darker outsider earlier, it's getting colder (for those of us that have the misfortune of living in the North), and the end of year is approaching. We have to take a minute to look in the mirror by asking ourselves the question, "If I want my employee to be motivated, I need to demonstrate that. Am I doing a good job at modeling by example?" If the answer is no, take the time to focus on your own actions and consider the implications they have for your employees. It's easy to spot the faults in others, but without careful examination, your own motivation may be falling by the wayside.
We all make excuses. Some of the most frequent include:
We're all guilty of letting these excuses stand in the way of getting things done. The question then arises as to how do we all react to these day to day challenges with a positive and upbeat mentality? We all have bad day, but we are supposed to be able to leave our problems at the door.
Disconnects between departments, low levels of motivation, a negative atmosphere, employees who feud and power-struggle – many workplaces will eventually wrestle with at least one of these problems. On the surface, they might seem unrelated, but I’d suggest they all boil down to one thing: a culture of generosity.
According to most of us in the field of coaching and consulting, we'd say pretty dang important. Feedback is a conversation, and just like a conversation, there's a give and take, a back and forth. Not only is delivery of feedback important, but one could argue how you respond to feedback is equally, if not more, important. Think of a moment where you have given someone feedback and they respond in a negative, or even neutral way. How did that make you feel right after that delivery? How did your opinion change regarding the person you gave the feedback to? This doesn't even have to be a business relation. The fact is that feedback has the ability to shape our opinions and future interactions based on a single moment. Therefore, it's vital to have every interaction, or give and take, be executed in a manner that incorporates emotional intelligence, understanding, and appropriate timing.
What is emotional intelligence, exactly?
This is key! Having an operational definition is important to being on the same page. So is emotional intelligence. Emotional intelligence is defined as "the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously What does this mean for you in your workplace? LISTEN to people, reflect back what they're feeling. If they're emotional, sympathize where they are coming from. If they're confused, answer their confusion. Emotional intelligence means understanding yourself and others- we can only be fully competent with others when we do this.
OK, but they understand me, right?
You know the phrase, "You know what happens when you assume things?" This definitely applies in the workplace. Never assume that by sending a simple email that your message will be conveyed. Same goes for a meeting- ask for feedback to really get at the heart of whether your message was heard. We have to consider that people have multiple intelligence's. While some may excel at visual learning, some people need auditory supplements. Get to know your people, it will help with this process.
Sometimes I like to delay my feedback to give myself/the recipient time to think.
A police officer understands the concept of this. When you get caught speeding, you receive a speeding ticket. You should employ the same tactic at your workplace. If you see behavior that you don't like, why give people the impression that they can get away with it? Everyone has the dreaded email, "Let's meet in my office" and knows how they react. They immediately shut down and are not open to feedback. If you confront someone right away, they don't have time to put up walls and come up with a defense. It should be noted that the same should go for positive behavior. IMMEDIATELY praise good behavior, publicly, and watch results skyrocket.
Need tips on becoming a better coach? Check out our webinar below to learn more about unique insights into the coaching world.
We hear it all the time… Our organization is filled with silos! Why is this? How do we get the silos to come down? How do we rebuild relationships from the top down that facilitate cooperation throughout the organization?
What makes a great manager? One could argue that experience defines a great coach, but I'll play devil's advocate for a second here. I don't think that's the case- at least when it comes to experience with subject matter. Coaching and managing have their similarities, and the common denominator with both is that emotional intelligence is vital to a success coach. How do we expect someone whose numbers are great, sales are astonishing, and consistently achieves their goals to automatically achieve what it takes to work well with others and manage them in a productive way? Fostering that growth with all employees is necessary to to success when it comes to creating a workplace culture that encourages employee development. How many times have you walked into a workplace where everyone is doing the same, daily grind, with no foresight to their career path? Where does this come from? I'd argue that lack of coaching and proper management is the reason to blame, here. I know I'm making a lot of contentious statements here, but working with others is not necessarily a skill that people immediately pick up. By having this coaching culture that works on not only those skills, but also attitudes, self-development, engagement- you'll have a culture that you're proud of and one that fosters development of managers inherently.
We can all think of things that people can do better with- it's human nature to seek out some of the negative things in others. But how often to we reflect on our behaviors, especially us managers, and truly drill down on the specific areas that need improvement. Often times, the hardest part about this process is beginning the self-reflection. Ask yourself these questions to gauge whether or not you're living up to your full potential as an influential manager:
An increasing number of managers and companies are cultivating a culture of coaching, and as a result they are seeing higher levels of employee engagement, being proactive, and a more positive workplace culture. Yet even as this cultural ground-swell occurs, many people persist in seeing coaching as a dichotomy, as black or white, either you’re a coach who nurtures, or a manager who yells. But persisting in seeing coaching as an either-or scenario misses a really important point about coaching: everyone needs a coach. Even coaches. We can all improve.
A coach's job is never done! Many people know and some people do not know but I coach a varsity boys volleyball team. The picture above is the first year of our team and many of the kids still keep in touch with me, specifically the kid I'm asking help about as well. Many of these kids been friends with my son (#13 in front row of picture above) since they were little. One of the kids recently was diagnosed with diabetes a few years ago and his diabetes has become challenging in recent years. This is come to the point where he literally passes out standing up and has injured himself. When I first heard about this it brought up fond memories of this kid, Ryan Prom, because he was always talking about his family and friends in such high regard even at a young age. Ryan loves to play volleyball and without help he may not be able to continue do so and that's why I'm writing this blog. I think most people who follow my blogs would agree they are typically hundred percent educational without any selling but I guess I'm selling right now. I need your help! There are specially trained dogs who can literally sense when their owners blood sugar is getting low and could notify them before they actually pass out. Amazing! These dogs are not cheap and that's why again I'm writing this blog.
What is Sales Mapping? Sales Mapping is a program where a sales process and / or approach is mapped to a set of performance requirements to better understand specific performance requirements and position sales leaders to apply proven sales coaching strategies to these requirements.
Here's an audio from an upcoming coaching contest we will be delivering in our November newsletter. What were going to do is provide a monthly challenge along with prizes and no not to take our training or get a free product from us but actual gift cards from Starbucks or other types of businesses. The idea is to get a conversation going and we are going to use our newsletter as a tool to facilitate this.
Here's a sneak peek at the contest that will be presented in our November newsletter:http://www.audioacrobat.com/sa/WBBRW5c2
Join The Contest Here by Clicking on our Newsletter Signup: Newsletter Signup
Acronyms are thrown around the corporate world on a frequent basis. The main objective is sifting through them and truly delving into their definitions. For example, if you're like me, staying ahead of the curve and trends in the workplace is vital to creating an engaged culture that sustains growth. One tool that allows you to monitor and change your to culture is an LMS. So, what is an LMS? Learning management systems allow you to develop, assign, and track online learning. This is the trend in the workplace today, so you know there are plenty of them to choose from. In fact, this market is set to grow to about $50 billion dollars by the end of the business year, according to a Docebo report. Doing things online, on the go, and using a platform that is simple and easy to use and understand is necessary to stand out amongst the myriad of options available to you. In the article written by William Felton, "The Best LMS for 2016", he rates some of the most prominent learning systems available to universities, organizations, and businesses today.
Money, benefits, fun activities- what actually keeps someone motivated to come to work? While an energetic and engaging boss begins the process, what ultimately ends the debate is a trusting, cooperative environment. Not only does the manager need to trust that the employee will complete and fulfill obligations, but the employee needs to trust that the manager creates an environment of standards that they keep as well. In the TED talk by Rachel Botsman, she explains the new, visible nature of evaluating trust in the workplace seen in companies such as Uber, AirBnb, and more. While these companies are succeeding by providing a constant visual of mutual feelings, take a minute to ask yourself if you have such measures in your own place of employment? Not only does this provide a culture of openness and understanding, but a visual expectation of standards. However, do you have measures to take that information one step further? do you have the information without a plan to change or foster the current culture? Check out our free webinar to learn more about how you can change the culture of trust in your workplace today. Link to follow video.
There are more than three, but we have to realize high level the core things that need to be accomplished to secure and sustain a positive workplace culture. We believe at Progress Coaching that a culture is made up of the conversations and interactions we have within it. With that being said this article will take a top-down view point of what a culture needs to secure those conversations:
Do you ever find it difficult to get your point across when it comes to discussing changes with your employees? Sometimes, getting from where you are to where you want to be needs to be accompanied with a visual. Not only does this allow your employees to understand the details necessary to make growth, but it allows you to truly depict, in a positive manner, how to best achieve that change by illustrating it on a whiteboard. Whiteboard coaching allows your employees to visualize the timeline of change, providing you a powerful tool by simply using something that is probably already sitting in your office.
A culture is really a set of interactions between people within an organization as it represents the ability to work together, deal with conflict with one another, and act as a cohesive team unit.
We have a very interesting relationship with work. How often to we hear people say "I have to go to work Monday" as if its a death sentence? What this really means is people are not connected or motivated by what they do.
As managers, we should be able to relate to our employee's concerns and questions, people issues, and general human problems. Seeing as no one (at least anyone I know) starts off their working lives as a manager, relating to employees should be a no-brainer, right? Sadly, as anyone who has a manager understands, is that there are common things that managers around the country struggle with. After reading an article on Forbes.com about 25 things managers do that drive their employees crazy, it really resonated with me. Why do these gaffes happen, and how can we take this information and use it to foster development between the manager and employee relationship? Take a look at the list of 25 things managers do that drive their employees crazy according to Liz Ryan, contributor at Forbes:
Teams are fickle. Teams can be strong, but easily broken. Team development does not arbitrarily happen. A manager must maintain a strong focus and foster team development to develop continuous cooperation among teammates. Here's an audio that I think will give you four to five very strong strategies to help any manager facilitate strong team development through coaching.
We are pleased to announce that we have come to an agreement with Midland video to help educate the marketplace on workplace culture. Tim Hagen, President of Progress Coaching states, “Joe Liberatore and I have been friends for a while and we had never really thought of partnering with one another until I saw Joe's work. He helps companies use their workplace culture as a marketing and recruitment tool through video. We began exploring some ideas of how to partner and we came up with the idea of creating the “Workplace Culture”, a video blog that educates on how to build, sustain, and market organization’s workplace culture.”
We hear so much about culture today. So many companies are doing monthly or quarterly engagement studies or surveys. We spend so much time trying to build our cultures through training or assessments. Your culture is driven by the interactions between people. The manager to employee conversation is a critical one. This interaction represents either a positive or a not so positive relationship. This becomes an extension of the organization's culture and its ability to recruit candidates.
If we cannot conduct workplace assessments or surveys without them having to be anonymous so we can get honest and straightforward answers doesn't that speak to our cultural based challenges? A culture should in fact have the ability for people to have direct conversations in interactions without fear or retribution. Measuring peoples engagement and understanding how each and every employee is answered positions each and every manager to have direct and targeted conversations. This is the only way a culture can truly be built on honesty saw cultural growth can be achieved with integrity!
Obviously I am focused on the manager's coaching conversation. The major thing that we need to realize as training and learning professionals is that it takes one conversation with the manager to either support or not support our training and learning initiatives.
We all know that conflict can be divisive, but do we all know that it can, in fact, be constructive? Conflict is seen in every human experience, and it's honestly inevitable. It is how we choose to deal with and ultimately use conflict that defines our interactions and growth in the workplace. Check out this article published in the Harvard Business Review that outlines some of the important steps when it comes to preempting team conflict.
Let me know what you think in the comments below!
We talk about workplace cultures all the time. We should call it "Puzzle Place" because all the pieces have to fit together. Organizations and their workplace cultures are really a collection of people-based interactions. The interactions could be among people, departments, the organization and customers, etc. We tend to lay a strategic blanket over the organization with surveys or engagement studies to look at trends of where people are engaged or not engaged. Kevin Kruse wrote a great article in Forbes magazine talking about engagement and what it really means. He references employee engagement is not employee satisfaction and it's really the use of discretionary effort by employees when they are engaged (here is a link to that article:http://www.forbes.com/sites/kevinkruse/2012/06/22/employee-engagement-what-and-why/#277fe7d34629
Why won't managers coach and what to do about it? We've been teaching managers how to coach for almost 20 years now. One fundamental thing continues to be prevalent when we hear about the struggle to get managers to coach. They don't have enough time. In reality, they do have time. When we think about situations where a manager has to hire because they've lost employees due to another company or a competitor hiring them, what do they do? Scream that they don't have time? Of course not. They have to be involved in the interview process. Where does this time come from? The time comes from the everyday day to day timeframe of 8 to 5. Managers do have time. Let's be honest, they choose not to use the time to coach because in their mind, there are potentially other things that are more valuable.
Recently, we began using a platform called PhoneBurner. EssentiallyPhoneBurner is an innovative technology platform that allows you to load up a list of phone calls in their system that does much of the work for you in regard to the mundane tasks associated with prospecting. For example, here are some of the following features that seamlessly reduce tremendous time associated with prospecting:
Can managers have a conversation? Okay this sounds really ridiculous doesn't it? Think about it, can managers really have a coaching conversation and what's the difference between a coaching conversation and a regular conversation?
The objective of a coaching conversation is to ask questions and learn about employees strengths, and inhibitions, and opportunities to improve. Telling someone what to do such as, "being friendlier to customers in customer service", or "we need to increase our sales because we're running behind", those are mandates and rhetorical directives. Where as a coach would ask, "what's inhibiting you?" What do you need to improve in order for your sales or customer service metrics to go up? These conversations seem to be very difficult for managers so why do managers struggle with this type of conversation?
If we take the time and really craft an approach to support managers to learn how to have the coaching conversation the training will not go by the wayside. For far to long training departments have been blamed or positioned to deliver more training when in fact, training's never really been the problem especially when it comes to managers coaching, it's getting the managers to sustain what has been taught.
When we think about support, what does support look like? Support is actually crafting sessions such as, a best practice session around a customer service team who needs to deal with angry customers more effectively. The session could literately have managers crafting out questions of what they would ask their team, or particular members of their team, to better understand why they are struggling with handling angry customers.
These type of sessions usually create an "ah-ha" moment for managers meaning, they come up with questions and once they apply them they start to learn what their people can or cannot do, this sadly is a huge eye-opener for many managers.
This is not to blame managers but I think we as training professionals have a wonderful opportunity of making it more comfortable for them. It's much like going into a foreign country in immediately been expected to speak their language when in fact it takes time much like a coaching conversation. This is not meant to be presented solely as a challenge, rather this is a huge opportunity for training leaders to position managers to have such conversations. How does a training professional do this? First, they also need to be able to have the coaching conversation with the manager to enable them to coach. Second, we need to streamline the coaching conversation and make it easy for them!
NEW PRODUCT LAUNCH:
Making Coaching Conversations Easier With Coaching Prescriptions:
Last night I was on a conference call with a team of experts where we are going to be doing a very innovative presentation as a panel on how to create a coaching culture. I was on a panel with a group of people that are far smarter than I could ever hope to be. It was one of the nicest and friendliest conversations I've ever had with a group of people. It kept hitting me throughout the conversation how much we talk about this thing called culture and workplace engagement as this entity that we have to go create.
One of the things that is happened in the training and coaching industry but I think at times has been damaging is the employees perception it's the company's responsibility to train them. There is something so wrong about this perception and understanding by employees. Self-development is a powerful concept but I also think it's one that needs to be taught and facilitated. If people invested in themselves and their own career development along with the services that a company provides in terms of training and learning opportunities this is a powerful combination; nevertheless, many organization's employees assume the training they receive is suffice. In reality the training might be suffice but there is something to be said for the mental commitment to developing oneself as an accelerator.
Human beings are emotional creatures. Our day-to-day interactions and perspectives prove this. People need perspective because they usually will not find perspective arbitrarily on their own.
I keep seeing more and more products about getting employee feedback. There are more software companies that are helping organizations collect data specific to the workplace and how employees feel. I find these valuable but on the other hand I also find them very high level and not helping organization facilitate dialogue between management and employees.Companies conduct annual or biannual engagement surveys asking employees of their job satisfaction. It's been estimated in some studies over 70% of employees and corporate America are not happy with their jobs but then why are we doing such studies or surveys when we cannot deal directly with the employer?
Have you ever had a friend or coworker that seemed to have it all, the great job, loving family, nice car, you name it? Has that same person still, despite all of their assets, lacked confidence? You can try telling that person that they have every reason to be confident in their life, many times having things that others only dream of having. It comes down to one simple fact: Confidence can’t be bestowed on someone; they have to foster it themselves. Just like Maria, from the Sound of Music, motivation comes from within. We all understand that confidence in your job leads to many successes, from pay to simply job satisfaction.
There are so many ways people are using webcasts from sales presentations to thought leadership to traditional training. Many organizations use webcasts as a platform to facilitate meetings. All of this is perfectly appropriate.
When we think of coaching we often think about sitting down with an employee and facilitating a one-to-one conversation. Coaching is about building awareness and giving another person a choice to change and improve in a particular area. This does not need to always happen with a one-to-one conversation.
Here are five creative ways to use webcasts as a coaching platform :
We are all busy and the number one objection we get when it comes to coaching for managers is that they don't have time and that's understandable. What we do with progress coaching is look for creative ways to apply coaching principles using tools and resources that facilitate the ultimate coaching experience: That is giving someone a choice to change and improve and facilitating that improvement with them. Webcasting is an absolutely fantastic and create a platform to do just that. Think about employees who need to increase their knowledge or awareness of the skill they need to practice? What are some things that people need to behaviorally change such as attitude or self-awareness where webcast or a video within a webcast could help facilitate? These are all opportunities to improve the coaching experience.
We have used a variety of platforms when delivering webcasts. I think I have personally used over seven different platforms and they all have their positives and certainly some drawbacks. Recently we signed on with a company out of Seattle called Workcast. This platform provides organizations some of the most unique ways to facilitate not only events but webcast sessions that allow you to almost have like a live e-learning experience. The tracking and simulation of what I try to do with coaching is so easy to implement with their platform. I would encourage you as a training or thought leader or coach to check out whatWorkcast.
We are not a reseller of work cast but have found it to be the most effective platform for what were trying to accomplish: if interested contact Doug Cardinale at email@example.com or check out their webcast platform:www.workcast.com
One of the things that we hear in our business all the time is the need to build management talent from within. So often companies will spend 20 to 30% of salaries to enable a recruitment company to find them suitable talent. First of all there is nothing wrong with this and nor should recruitment firms be blamed for this. In fact there needs to be a hybrid model so talent is being recruited as well as developed from within.
Let's be honest we tend to deal with attitude only when it rears its ugly head. All too often managers and corporate America bring their employees into their office to give them that quick and swift attitude adjustment. You know, where we tell somebody to shape up or else and of course they magically do it right? That was a joke!
Cultures are set of interactions people have together to achieve a common goal. In today's workplace there are so many challenges facing employers such as the shared economy, competitors trying to hire way our top talent, under performing in nine connected employees, etc. These challenges beg the following five questions we believe every company should be held to answer and if not should serve as a source of inspiration to find answers:
Disagreement isn't always a bad thing! One could argue that it is one of the most valuable traits to have in a successful business. There is one caveat: It has to be done professionally. In her TED talk, Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counter intuitively) how the best partners aren’t echo chambers — and how great research teams, relationships, and businesses allow people to deeply disagree. Take a look at this TED talk, and use it as a challenge to your current processes at work. Then, ask yourself these questions:
1. Do I foster an environment that encourages or discourages discussion?
2. Will I respond well to disagreement, if not, what can I do to change that relationship?
3. What makes me uncomfortable with disagreement, specifically?
Leave your feedback below, if you agree or disagree with the concept, or just want to share your opinion!
There are so many tools and services that allow organizations to ascertain if their employees are happy. I know this is a gross generalization but let's dive deeper into what we call the pulse of the people. When we think of healthcare we think about taking someone's pulse to learn their heart rate. What affects that heart rate? How often does a change? Can it change instantly? Can it improve instantly?
Motivation is such a nebulous and ambiguous concept. Here's why I say that. Many managers and leaders will attempt to motivate employees based on their own values and principles when in fact they often do not know specifically what motivates another person. How do we go about ascertaining what motivates people? Here are three high-level concepts that are from a fantastic book called the Progress Principle by Teresa Amabile:
Feedback- It’s that word we dread hearing at work, right? Why do we feel this way about feedback, this immediate negative connotation with the word? Throughout our lives, we have received feedback, whether it was requested or simply bestowed upon us. So, with that logic, we should be used to it by now, even professionals at receiving it and giving it in the right way! The truth is, we still have a lot of baggage when it comes to the word “feedback”. We view it as mean spirited, useless, overwhelming, or some combination of those feelings. The important thing to remember is that feedback is ESSENTIAL to understanding our successes and areas of improvement, but it is all about how it is delivered and received.
Check out this awesome ted talk by psychologist Shawn Achor. In this Ted Talk, he describes the importance of a positive attitude at work. Common sense, right? What he says, though, is that we may be looking at our attitudes backwards. Take a watch, and let me know what you think in the comments below!
This series of blog posts will make up my 3rd book at some point and it is yours to do what you want with it. I have tried to blend some humor with real world stories to make points that have served me well in regard to my career. The progression of stories are not in logical order, rather they are told in direct relation to lessons that have taught me how to get better in business. The plan is to publish the stories every Monday. Sadly, the stories are true and further reveal I am Professional Idiot!
My career really started in college by complete mistake. I should point out I initially had no interest in business whatsoever, but due to one mistake I literally fell in love with business and certainly being my own boss instantly. As my career progressed I found myself getting better and better at what I did not really taking stock as to how or why but certainly appreciating it. I currently own a firmProgress Coaching and Get Your Pulse where everyday I get up at 4:30 am not because I have to or that we need to for the money, rather because what I do totally turns me on. I create solutions most people cannot fathom of (because I am screwed up which we’ll get to later). I answer to no one except my wife Beth , two kids Liam & Bridget, and customers. But I have choices in my life which I am lucky to have due to all the experiences in this book of posts so I hope you take a few of the lessons and apply them to your life and realize when you have choices in life you are truly ahead.
Its never about money or lifestyle per se, but about doing what you love, when you want, and the way you want to do it. My life is free of typical financial stress associated with a job I don't like or have to do. I have very little anxiety with what I do! Wow, what a pompous ass you must think I am but let me make this point. As you read this book you will realize I am an idiot so the prior statements should serve as motivation due to the statement “If this idiot can do it anyone can”. You will realize ...
I am an idiot but you will see as you read this book its okay to make mistakes, learn from them, and as you will see being an idiot in business is not all that bad. The reason I titled the book I was too stupid to fail is because failing is apart of the process most people will avoid, thus never making the attempt to progress or get better. Good Luck to you and hope you enjoy this book of posts. The stories in the book are true but I really hope you learn from the lessons. Failure is A Great Teacher!
Now, I should point again out that 100 % of this book is true. I am not embarrassed by anything I will reveal in this book of posts but maybe I should be. But, when you grow up with my family you get over embarrassment quickly. That was a gruesome looking group. Okay, you don’t think that was funny than stop reading this. I was kidding sit down.
If you ever meet me I speak like I write. Grammatically incorrect but very sarcastically and hopefully humorously. I say this to remind you as you read this book I will use humor to illustrate some serious business lessons I hope you will appreciate and possibly use. Forget the humor if need be (I am an idiot and I understand), but please take the lessons seriously. I say this because I have the greatest privilege in the world. I get up and can do what I want, when I want, and with whom I want. I attribute that privilege to the lessons in this book.
Failure is the Best Thing that Could Have Happened to Me
I entered college (1982) right after high school forgoing some athletic opportunities to play basketball or volleyball. I probably only have one regret in life and that is not playing college sports. I entered UW-Milwaukee and began to explore what I wanted to do with little passion or excitement. As a matter of fact I got kicked out my first day of college from freshman English. I went to my am classes to only have the teachers hand out the syllabuses and tell us to leave so I thought that’s the way it was in college. At lunch I went to the Ghauss House (the college bar at the Union) where I drank four pitchers of beer with Frank and Jay, two long time friends from childhood. By the way they are also idiots. I went to English class drunk and of course now have the only teacher who actually wants to have class the first day of school. She handed out books and randomly called on people to read. You got it she called on me. So after I read the same paragraph three times the teacher stopped me and asked if I thought I was funny. Completely unaware I had read the same paragraph three times I said “No, why?” She asked why I was reading the same paragraph over and over. I said “I thought you were going to hand out a syllabus so I went to the Ghauss House and drank beer, I’m hammered.” I was now kicked out of freshman English the first day of college.
What a great day. I then had to go to dean of the English department to see if he would allow me to take another English class. Evidently this was a big deal. He asked what happened and he was probably ready to hear some BS like most people would tell him. I said exactly what I said to the teacher. He started to laugh and let me in another class. Now this sounds funny but I have always been blunt and honest and it’s served me well.
I was not passionate or excited about being at school so I had a very lazy attitude about college success. The next two years I simply floundered and got terrible grades now lying to myself I would turn things around soon. As I looked at myself and how I was convincing myself everything was okay I started to mold into the idiot I will reference throughout this book. I had a 1.2 grade point average and was one semester of bad grades of being kicked out of the Wisconsin School System. What an idiot and what made it worse I still did not care, but some chance encounters started to change things.
I noticed an ad for fitness consultants and went down and interviewed at the local YMCA. I interviewed with Joe Dean. We instantly connected. I was very honest about my school challenges thinking he will find out anyways so I am not going to hide anything. He did not judge me, rather smiled and said “I think I have a way to help you”. I got the job and simply loved it. Teaching others how to stay in shape, use equipment, and simply conversing with members was awesome. Joe helped change my life due to NOT judging but taking the stand to help - A GREAT Coach!
After a semester of not going to school Joe talked me into visiting Dr. Beck who was the Chair Person of the Adult Education school at UW-Milwaukee. He sat me down and said “Look your grades are not very good so if you get back in school lets take some topics you want and will really enjoy. I looked at him like he was an idiot, but wow what brilliance. He changed my association of college from pain and suffering to actually enjoyment. I took courses in physical education, exercise physiology, and adult education. I loved it as I pulled my first 2.8 GPA for a semester. My idiot ways were starting to teach me some things. It was okay to enjoy school. It was okay to be honest with people and lay your cards on the table and they will accept you for who you are. The real lesson I learned was the change of my association with school and doing things that I liked fueled this interest. Dr. Beck was extremely influential in my turnaround as this first step was critical in that process.
Something was still missing. I could not figure it out. My personality is very outgoing so I was engaged with the members of the YMCA and always asking them questions about what they did and for whatever reason loved learning about other people. Management of the YMCA saw this and asked if I would go to corporations to help promote the YMCA. I said why not as long I can wear sweats I was still in heaven. I believe I was one of the first people in the country to literally sell programs to the corporate world outside of a YMCA facility. I absolutely loved it and I loved the YMCA. I met so many great people from fellow employees, upper-level management, and certainly and most importantly the members.
We were at Northwestern Mutual Life one day, probably the number one life insurance company in the world, where a chance encounter changed everything. One of their Human Resource Directors approached us and asked if they knew of anyone who could teach noon hour fitness classes. One of the YMCA managers turned to me and said “Tim why don’t you do it”? I said sure, why not. This was a BIG decision little did I know. The woman from NML told me to come back next week and present a proposal as to what I would want to do. The funny thing that happened was when this fellow manager said I should do it it really created an entrepreneurial opportunity I did not initially see. At the age of 20 I was about to start my first company little did I know.
I had no clue what to do next. I called my sister in law who happened to be an employee at NML. She said people were sick of regular aerobic classes because it hurt their knees and they hated going back to work sweaty. The idiot’s light bulb now went on. Why not deliver a program where they could go at their own pace, no aerobics or pounding their knees on the hard floor, and they could work on what they wanted. I was going to propose what was called the “Universal Super Circuit” which was a combination of weight training and in place aerobic stations. I drew up the plan and itemized benefits to the employees versus traditional aerobic classes. Looking back, I asked the members of the YMCA how I should present it and the advice and feedback I received was invaluable. One member said make sure you present something that is multi color and wire bound so they know you are serious. I would not have done this unless I had sought and received this feedback. Now as I present this story I even realize what I did was very simple but most things in business are. Ask customers what they want and design a solution to give it them. Even idiots can do it.
The next week I had to go before the NML Human Resource board to present my ideas. If you have never been to NML or seen it its simply a gorgeous company. Marble everywhere. I was scared to use their bathrooms they were so nice. So what does this idiot do? I went to the meeting in sweats, a t-shirt, and a baseball cap. Why? Because I am idiot.
As I entered the room I was totally clueless as to how out of my element I truly was. While I was walking in the room people around this huge beautiful conference table started laughing. They were all dressed professionally and the setting was immaculate. I knew my fly was not open because I was wearing sweats so I just ignored their laughter. As I presented my ideas I could feel myself getting energetic and passionate. The board loved my idea which by the way required $12,000 of funding for the Universal equipment. They had never done this before. Now came the big decision. I presented my income requirement of $11 an hour because after all this idiot was certified in exercise physiology through the American College of sports medicine. That may not seem like much but this was back in the late 1980’s. They responded “Tim we do not pay money to our instructors ”. My heart sank. They said the pay comes from directly from the people taking the classes. They shared with me whatever business you get you keep 100% of the proceeds. I had a choice and only about 20 seconds to make it. It’s a defining moment that I knew a commitment like this could kill my work at the YMCA and possibly my schooling. What was I getting into? So what does any idiot do? You say yes because you are not smart enough to come up with ideas quick enough not to do it.
This was the first set of noon hour fitness classes done at the company in this fashion. I literally for over 1 1/2 years ran four blocks down Wisconsin Avenue in the heart of downtown Milwaukee Wisconsin to Northwestern mutual life to be on time in between shifts at the YMCA. All of my classes were evening classes as they were mostly graduate classes as my program is customized within the adult education program. I look back at this time and realized when I am busy I am at my best, but taking 21 credits, running four blocks every day in between shifts at the YMCA, and actually running the YMCA with another manager was exhilarating and taxing.
The Entrepreneur Was Born
I began marketing through my contacts at the company and word spread something knew was being offered. Remember the $11 an hour I demanded? I was now making $72 an hour as Junior in college! I did this for one and half years and loved it. I liked the teaching but I loved the business part. I was making over $30,000 as a junior in college plus my pay from the YMCA while tasking 18-21 credits too and people who know me laughed when they heard how well I was doing. Why? Because I am an idiot.
During this time working at the YMCA and NML I changed my major from exercise physiology to Adult education. Why? Because Adult education had no tests and all I had to do was stand up presentations and papers which was very easy for me. I literally think my lack of fear for public speaking was due to the fact I was not smart enough to realize how scared I should've been. I was just thrilled to not have to take tests due to my attention deficit disorder which was diagnosed years later.I respect other people's nervousness and agitation associated with public speaking but the thought of doing that versus taking a test was so much more appealing so it created a personal excitement I still possess today. Now aren’t you convinced I am an idiot?
The great thing about adult education is it taught me so much about presenting and working with others. I did not even realize I was taking graduate level courses at the time due to there not really being an undergrad program for adult education. What an idiot.
As my college career began to shape and form another defining moment occurred. Joe Dean, my former boss and good friend, left the YMCA and joined IBM which was in our office building. His boss, Mark Lampkin pulled me aside and said you should do a college internship with IBM. Now, I was not one percentage point interested because I was making great money especially for college, had my own business, and could work in sweats all day. I also had the right major any idiot could get through so why change. WRONG.
Mark continued to pull me aside and pushed me to look into it. I said Mark, I have a 2.1 grade point average and the requirement is 3.8 to even qualify. He said don’t worry about it I will help you. Now, why would all these people help me you might be asking? Well, they probably knew I was an idiot but I also learned many people who helped me they were also idiots at some point in their lives. They were simply helping other people as people had once helped them. The “Passing It Forward” concept has been a mainstay in life as I have employed an intern since the day I left IBM 20+ years later!
I quit the YMCA, gave up the NML gig, and joined IBM. I gave up money and content where I was the expert to join a company with people who were very bright and talented. I was out of my element and for the first time in years VERY intimidated. The people at IBM were unbelievably intelligent and at times had no clue what they were even talking about. My fellow interns mostly went to Marquette University as electrical engineers and academically I paled in comparison.
Mistake? No way, best decision I ever made. Stay Tuned
Everything is an Opportunity
As I entered IBM I was in way over my head but here is the thing. You always are in over your head when you change or are willing to learn new things. We want to stay with what we know but if you do that you make a decision to never get better.
IBM was the best experience for me for a couple of reasons. First my interview was a disaster. I was finishing a paper at school which was very lengthy. I needed to get it done before my professor left town. I could not get an incomplete knowing I was interviewing at IBM and would not qualify for the job due to the job requirements.
The YMCA was on the sixth floor and IBM had the upper floors of our building and I knew this time I needed to wear a suit. So how would I go from sweats to a suit without anyone noticing at the YMCA? Two members of the YMCA had offered to help me. How? Well, first I did not know how to put a tie on. One member would help me tie the tie. The other would watch for anyone coming so I could make a clean break for the elevators. As I came to the YMCA that day I was very sick, sleep deprived from doing the paper all night but knew I was not in a position to cancel or reschedule an interview with a company like IBM. I was dizzy and my fever was about 102 degrees. As the two members of the YMCA helped me get dressed, literally, I was combing my hair and making sure I looked good for the interview of a life time as they dressed me. As I got ready for the run to the elevator when the coast was clear I checked my tie, my shirt, my hair, etc.
Now it was time to run for it. As I got to the elevator I pushed the up button praying no one would see me. I could feel the sweat pouring down my head due to the fever and probably a great deal of nervousness. I then heard one of the members yell “Tim, Tim.” I came back to the locker room and said “what I have to get going”. There in his hands were my dress pants. I was so out of it I was at the elevator in my suit, with my tie on, and I had no pants on. This is not a joke, rather absolutely true. I was so tired and out of it I almost went to IBM in a nice shirt, suit coat, boxers, and no pants.
I hurried and put my pants on, got up stairs just in time for my interview (I hate being late, I feel it’s a sign of disrespect). As I entered my soon to be boss Martha Sheffield’s office I could not stop thinking about my potential blunder. As Martha asked me her interview questions I must have had a smirk or smile on my face for I could sense her agitation with me. She finally said “what is so funny. Considering your grades you are lucky to being sitting there at all” ? I knew any lie or fabrication of the truth would be the end to the interview. I looked at her and said “ Martha, I have a 102 degree fever, I have not slept due to this paper that needed to be done so I would not get an incomplete before my teacher left town for vacation, and worst of all I almost came up here without my pants on”. Her jaw dropped and she said “How”? I said “I had two YMCA members help me get dressed due to the fact I have no idea how to tie a tie and to watch for management so I could get up here to interview. I rushed so much I was at the elevator with no pants on” . I forgot how I said it but I shared with her and said something to the effect of “Martha, I realize I am lucky to be here. I also know my grades are not that great. I can only say this. I will never lie to you and will always work my butt off for you. She said “with a story like that I am not worried about the honesty factor at all."
Martha and I then proceeded to laugh together and really get to know one another. I think she would be the first to tell you she could always depend on me and trusted me. I was ALWAYS the first one in by 6:30 am everyday when we were required to be there by 8:00 am. She was by the far the boss I learned the most from probably due the situation from the interview. She always looked out for me. Martha literally spoke to me every day for over two years during my internship suggesting things, mentoring me, and coaching me to look at things differently. At times I became frustrated but I believe this is where I fell in love with coaching due to her impact!
After Martha completed her interview she brought Jerry Vite into to meet me and then I interviewed with him. Jerry was the top customer center manager in the country and very intimidating! His first question was a sign of this as he said “Son, I only have one question for you your grades suck why the hell would I ever I hire you?". Here comes the sweat again. You think I would be skinnier with all the sweating I've done so far in this blog post but sadly I'm not ...
I waited to answer until Jerry turned around and made eye contact. I knew he had to know my response was sincere. As he turned around wondering why I was not answering him I said “Jerry my grades the last four semesters have been over a 3.2. I will not apologize to you or anyone for my grades. The only person I have to answer to is me. I screwed up and am working my butt off to change things. I will make a deal with you. If my grades EVER go below a 3.5 you can fire me. He responded “You have the job”. Now Jerry, who is still a great friend to me 30 years later and much like father figure” never asked for my grades. I nevertheless brought him my report card for the next two+ years where I averaged over a 3.5 grade point average.
The lessons I learned and like to share:
I hope you've enjoyed the introduction section of my 3rd book I was too stupid to fail and would love your feedback. We have launched a public speaking service called "the value of experience in the workplace" and if you'd like a list of topics we present upon please email me: firstname.lastname@example.org or fill out this form: Click Here
I received a number of emails and inquiries from my last post on the Sales Difference and think you. The Sales Difference is really when you think about it a nebulous but also very specific concept. What I mean by that is we can make it more or less what we wanted to be.
Today customers are buying more and more frugally, thus putting the pressure on sales teams to outperform the competition. The challenge is are we attacking this issue from the right perspective by training sales people on selling skills and product knowledge? While these are valuable they do NOT provide customers with the opportunity to look at YOU or your sales team differently. What if there were a way to differentiate yourself and what you sell every step of the way where customers look at you as a partner and NOT just someone selling a product or service they need? The way we sell is as important as what we sell and each interaction creates a perception. Thus the coaching opportunity!
I hope the title caught you by surprise as it was intended to but there's actually a seriousness to the title. I teach leaders how to coach their employees and often I get the question how did my coaching career start. It really started, all joking aside, from doing really stupid things.
"In a culture where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert. But, as Susan Cain argues in this passionate talk, introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated."
Most blogs or articles teach through thought and content but what what I d like to do is provide insight through questions. I d like you to be honest and maybe even post your thoughts as each question prompts you to do so. The questions are designed to provide you insight to the team you manage:
When managing a team we have to be very careful to assume we have a great team or that were building a great team without some very specific imperatives.So often managers will nebulous lead describe how people need to act as good teammates or be a part of the team but what does that exactly mean and that leads us to our steps:
What is a great team? What do clients want? So often we define things from the inside out versus the outside in. What if client defined their expectations of how teams should work together as teammates and then we did it - wouldn't that provide a great advantage in the marketplace?
What if customers could define your training that would provide you an opportunity to differentiate your company right? WOW what an advantage that would be. How should a company do that void of simply doing the annual client feedback survey that is rarely put into actionable development?
One of the services we provide clients is a coach the coach service. We ask managers to tell us what they're doing in regards to coaching and developing their talent and we provide one to one personalized feedback. One of the most common things we hear when we provide the service is the perspectives from both ends as it relates to this thing called feedback. This involves providing as well as an employee's ability to receive feedback.
We work with a lot of sales organizations and their sales teams, and one of the most common things we hear is about is a staff’s ability to deal with objections. Objections are tough when they are related to price, competitor, stall, prospecting, etc. just to name a few.
We need to validate coaching and what it can do for an organization outside of just simply sales or customer service metrics. One of the best ways we can measure the effectiveness of coaching is our ability to recruit through our staff as well as reducer turnover. It has been researched that hiring new talent can cost organizations anywhere from 25 to 40% of the first year salary.
What does this mean, being proactive? Can you define it? Can you describe it, specifically? This aspect of being proactive is one we hear from managers all the time. When we press them for a definition they struggle a bit and here in lies the opportunity! There is no doubt people who are proactive will typically be better with time management, project completion, client engagement, etc.
Especially when we are coaching very specific areas or targeted areas we need to be very clear as it relates to expectations. Let me give you a brief example. A few months back I sat in on a meeting when a manager stood up and kept preaching that we need to have a sense of urgency when it comes to getting back to customers. I stop the meeting and asked everyone to write down their own definition of what a sense of urgency meant. Needless to say, out of 23 people we had 15 vastly different interpretations of what a sense of urgency meant. In essence, this manager really had no way of creating success because he had not yet defined the parameters, expectations, and definition of what he meant by a sense of urgency.
How many times have we asked our kids to clean their room only to hear "I will" and they ultimately never do it when they say so. Now let's turn to adults and asking an employee why they didn't finish a particular project and we often hear "I am so busy" . During our training session when we teach our programProgress Coaching I often share the joke we leave our kids at home to go coach our kids at work as they exhibit the same behaviors. Almost every time I get a good laugh because the attendees often know it's true.
We hear it all the time from the c- level suite we need to execute. One of the most fundamental things that managers need to do that continues to be a challenge decades later is the ability to engage and drive talent development. We can no longer in organizations simply send them to training and think that will be suffice.
There are so many simple solutions to working with under performing employees. We can simply get rid of them and find somebody else. We can sit down and demand they improve or else. We can do nothing and just simply accept the status quo. These alternatives also can take their toll on the rest of the team and your culture.
What if organizations had a specific program or approach to develop talent inside their organization based on what customers shared in terms of their overall experience? Wouldn’t this provide a distinct advantage for companies who did so in the marketplace?
Managers are busy. Managers wear many hats, but the thing that every manager has to remember is their management style and dare I say coaching approach is a message they send to their people every single day. I share this with respect as managers have to navigate often very murky waters every single day. The thing we don't talk about are those attributes that are often viewed or seen at the water cooler. It's a double-edged sword because if an employee is acting up or has a bad attitude managers are often encouraged to send them to the human resource department. If they need additional skill development they are encouraged to send them to the training department. This sends a very strong message to each and every employee in these situations.
What can we do to coach our sales staff to become ready before each and every sales call no matter of it's an inside sales person or outside sales person? The major element to remember is that salespeople are creatures of habit. Often, we have to disrupt those habits for salespeople to truly garner success and gain greater perspective when selling.
There are so many acronyms people use for the word team but here's one I just created to hopefully provide you further and deeper thought about your team. The goal of this blog post is to serve as a benchmark for you to truly evaluate your team and where they're at. This is not to suggest there is a perfect team but hopefully the questions by each letter in the word team will provide you insight and deeper thought to where you have an opportunity to build an even better team:
One of the most fundamental things we see in our business is something that I've coined assumptive management. Let me give you one of my most infamous examples. I will ask a salesperson what are they specifically going to say in the event of a price objection. Typically, what I get is a response such as:" what I try to do is leverage the relationship…" Here's the problem with that response it simply does not answer the question. You are not going to look at a customer when they give you a price objection and say "Bob, can we stop and back up and talk about us"? Hope you are laughing?
It's a saying I hear all the time from managers, "I don't have time to coach!" However, there are two myths within management communities. First, managers coach already! A lack of coaching is a strong component of management, so if you don't like it, please find another job. Second, managers do have time to coach! No matter the department or manager, people run machines, computers, sales, customer service, etc. It is important to invest time in such a vital aspect of the work environment. People being the #1 asset should NOT be a cliche, rather something we live by and support through our leadership action.
So often we spend billions of dollars in this country on sales training and sales management programs when in fact one of the most fundamental things affect our ability to sell. It's our culture. Yes, I know many people write about culture but do we really think about culture as a strategic tool when selling to enable our sales teams to be successful? For example, if two employees were sitting in cubicles right next to each other but do not work well together or even get along for that matter how comfortable will they really be making phone calls within earshot of one another?
Let’s just start with the negative views of both coaches and consultants. There’s a phrase an often heard about consultants along the lines of, “Give the consultant a watch and he’ll tell you the time.” Or, going back to coaching, how they are like consultants with less experience. When it comes right down to it, your business needs them both, and here’s why.
There’s a certain stigma surrounding the field of therapy, negative connotations arise when someone mentions the word, and begins to wonder the mental stability of the person in question. However, while it still maintains this stigma, the results of therapy have produced wondrous outcomes for the people who have taken advantage of it. The same can be said for a business that takes advantage of a coach. If you, like myself, have trouble distinguishing between the two, here’s a couple of key differences between coaching and therapy.
|A good attitude will help you to...||A bad attitude can...|