Coaching & Role of Front Line Manager

MANSOOR KHAN

TEAM LEAD-TRAINING & DEVELOPMENT

CELL: +923315494769

WhatsApp: +923315494769

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Learning outcomes

• What is coaching? • The importance of coaching • The coaching process • Sales force performance • Field coaching

How do you see the relationship between both?

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Coaching

• It’s helping your people day by day to do a better job • It’s making them more capable to do their present job on their own and to enjoy doing it well. • It’s also preparing them for future bigger responsibilities • Coaching is a technique that helps to achieve both performance improvement and employee development

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Counseling

A supportive process by a manager to help an employee define & work through personal problems that affect job performance.

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Coaching benefits

• Performance improvement (Skills improvement) • Effectiveness improvement • Encourage Sales Promotion Officer to take ownership of

own development. (Self- Coach)

• Retention of high performing people • Frees up your management time • Sales improvement

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Managing and Coaching

Managing focuses on: • Telling • Directing • Authority • Immediate Needs • Open Specific Outcome

Coaching Focuses on: • Exploring • Facilitating • Partnership • Long-Term Development • Open to many possible outcomes

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The coaching process

• Define Performance Criteria Where do we want to be?

• Evaluate Performance Where are we?

• Plan Development How can we close the gap?

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Does SPO know what he is supposed to do ?

Yes

Does SPO has Knowledge and skills to implement

the desired behavior?

Yes

Is there any barrier that prevent SPO from carrying out the desired

behavior?

No

Could SPO carry out the desired behavior ?

NO

NO

Yes

Yes

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Sales person performance

• Sales force performance as being comprised of behavior (the activities salespeople perform), and outcomes resulting from behavior

Churchill, Gilbert 1985

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Sales Performance Categories

• Sales performance is a function of Ability and Effort: • Ability : Comprises the knowledge and skills necessary to perform the job • Effort : Is made up of time spent working and the energy & concentration applied during that time. • Every salesperson can be put into one of four Sales Performance Categories according to the combination of these two factors.

(Competences)

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Ability Effort

Skills Knowledge Calls Activities

Sales person performance

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Strivers Stars

Advise Delegate

Child

Direct

Coasters

Motivate

Low High Ability

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Choosing the right coaching style

Advise

• Teach& Train • Guide • Praise and endorse

Direct (Tell) • Teach and train

• Guide • Identify constrains

• Motivate • Praise and endorse

Delegate

• Give additional responsibilities • Praise and endorse • Collaborate in decisions

Motivate • Motivate

• Identify constrains • Praise and endorse

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“ You never achieve real success unless you like what you are

doing “

Dale Carnegie

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Coaching Competencies Building the climate

1- Trust

• Gained through being fair, honest and acts on ways people can depend on . • Being friendly, firm but also deal with people as adult without threats or blames. • It means following through promises to help them improve.

2- Support

• Which is shown when you believe in your workers , give them deserved praise • Help them to improve and reach their goals. • Catch your employees doing things well .

3- Communication

• Comes through two way sharing of information and careful listening from you. • Do not be judgmental • Always provide feedback.

4- Participation

• Involve your employees in planning and decisions affect them. • Ask questions and use their ideas and suggestions.

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Change behavior not people

• When you hire people you are not buying them, or their minds, attitudes, or values. You are only renting their

behaviour! • As a manager your job is not to change people, but to manage

or change their behaviour in your restricted environment

Field coaching

• 10 steps of field coaching

During the call

After the call

Before the call

1

5

step

steps

4

steps

Before the call 4 steps

1- Analyze customer information Last call Products covered

Business obtained

Information gained

Present situation

2- Plan & Prepare with SPOs Customer needs

Call objectives

F&B

Anticipate the objection

Close & commitment

3- Call rehearsal Rehearse the planned call

4- Agree which part you will take You will take observation of the

whole Handling some aspects

During the call 1 step

• Watch and listen • Look at SPO not at customer • Avoid unplanned intervention • Observe deviation from plan/why? What effect? • Is call objective achieved? • What are strengths ?what are weaknesses? • What are improvements since last call?

After the call 5 steps

1- Analyze SPO performance Praise in details things done well

Let the SPO identify any weakness

If he doesn’t recognize them help

him to see.

Agree them with him Show him how to improve by demo

2- Assist in recording

3- Set a specific objective for the customer for the next call

4- Make sure this objective is recorded

5- Agree and arrange a specific time when improvement can be checked?