It is time to take an honest look in the mirror. It is the perfect time to lay the groundwork for a successful year.
People are looking for Leadership and its’ implementation with coaching from managers. Coaching as a remedial intervention
has given way to coaching designed to promote superior performance. It is critical that you are candid – or your plan may lead you off course.

Here is a list of questions to answer…completely and honestly:

  • Leadership: it’s not just about you! Before you become a leader, success is about growing yourself. When you become a leader, success is about growing others. Have you developed your own skills in this area to help your people and your team?
  • What areas are you good at and what areas do you really need to work on as part of your leadership abilities?

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    • Leaders believe in coaching their teams today. They are the examples who set the standard and lead by example and the example is clarified by their ‘coaching.” Are you developing people by “coaching” your direct reports and sales agents to continuously improve communication and the overall customer experience?
    • Where do you stand (at this point in time) versus your plan? The leadership component stresses your mission and values. The “coaching” goal is to improve organizational results by aligning individual performance with big-picture strategy.
    • How willing are you to coach your people on a regular basis (daily/weekly) and what is the ‘chemistry factor” (rapport, compatibility and your confidence) to help implement on-going change and improvement?
    • Have you developed a process for coaching? Does it contain scheduled communication meetings; coaching feedback; field days; skill development goals; business reviews?
    • Coaching is not only for “problem” employees. In fact “high potential” employees respond positively to performance improvements as well as improved skill development. Are you investing the time with your “high potential” performers too?
    • Is your coaching addressing not only diminished behaviors but also facilitating improved positive performance and recognition with all sales people?
    • If you examine the key components for improvement: bench marking vs. standards; accountability; and assessing “performance gaps” with your team it will help create a bridge to identify which gaps need to be filled to bring back employee performance back in line with your benchmarks and top performance criteria. Have you taken the time to investigate the gaps?
    • What are your thoughts and how do you translate and inspire your people in each area above? What are you committed to do to personally to impact change and growth for yourself, your organization and with each sales person?

Remember the words of a philosopher, “It takes less time to do a thing right than it does to explain why you did it wrong”.

If you want to improve your answers to these questions and accelerate your personal coaching skills, contact us.

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