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?
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:
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 leaders should possess is the ability to converse and thoughtfully react to situations. We call this Coaching Situationally.
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.
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:
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.
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.