The Progress Coaching Blog

    What Does it Take to Become a Good Coach?

    December 16, 2013 Posted by : Tim Hagen
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    Being a Good Coach? Well, first no need to yell. Second, ask questions and REALLY learn about your employees. Last, leverage your employees strengths and really reinforce them as they open the minds to areas where people need to improve!


    Every manager or director knows that they have to spend some time training and working with their staff so they continue to improve, however, frequently managers get so caught up in their own schedules that they neglect coaching for other duties, and when you’ve got new staff, that isn’t a good idea. Whether experienced or not, all employees need polishing from time to time depending on their level of skill. It takes time and energy, but the results in the long run are worth the time put in. Below are some tips to become a better coach for a new team:


    Be sure to make time for coaching. Set up a weekly meeting with each employee to see how things are going and ensure that they are continuing to improve. Be specific in the meetings, discuss customer problems/challenges, and what the rep needs to do to make the best use of their time. By having defined goals, the rep will be on track as they increase their skills and understanding of good selling practices. Ensure that employees are informed of what is expected of them. More experienced reps also need feedback; it helps build confidence, which is important in keeping reps fueled.


    Secondly, be sure to observe your employees in the field. It is difficult to determine where your reps need additional help, especially new employees if you aren’t observing them on a live call. Watch how they interact with clients, use time management, and take care of their other job duties. It is a good practice to go on at least one sales call per quarter with your staff, and more often if you see a particular rep that is struggling. You may also want to consider having seasoned reps make calls with new employees, however ensure that you understand the potential expense of taking a top performer out of the field. It may make sense if the senior rep may lead into a management role; however, if not, time away from selling will impact the bottom line.


    Finally, be one step ahead of the game. Don’t wait until employees have a problem, because at that point it may have left them feeling not confident and unmotivated. Seek out each employee monthly and ask how things are going, in a controlled atmosphere such as a meeting etc. Managers should make a dedicated effort to keep in touch with new staff whether face to face or with a phone call. Part of the manager’s efforts in the beginning will determine the rep’s willingness to go the distance.


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    About Author

    Tim Hagen
    Tim Hagen

    Tim Hagen founded Progress Coaching, a Training Reinforcement Partner Company, in 1997. His entrepreneurial career began in college leading to positions in sales, sales management, and sales training for small and large corporations, and eventually ownership of several training companies. Tim is often a keynote speaker at companies teaching the value of coaching and conversations in the workplace. He possesses a unique combination of hands-on experience, academics, and innovative insight to solve the industry’s most common challenges specific to workplace performance. Tim holds a bachelor’s degree in Adult Education and Training from the University of Wisconsin, Milwaukee.

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