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Lead. Develop. Execute.S
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DAY ONE - LEAD
Role of the
High-Performing Sales
Manager
55
MINUTES
Understand the behaviors of high-performing sales
•
managers most critical to achieving their business plan.
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Strategic Coaching
Plan
40
MINUTESGain feedback on coaching strengths and areas for
•
development.
Create a plan to maximize coaching effectiveness.
•
Coaching
Characteristics and
Best Practices
80
MINUTESUnderstand and apply coaching principles and best
•
practices that would pay the greatest dividends if implemented.
Create strategies for using coaching best practices more
•
consistently and effectively.
Performance
Challenges
135
MINUTES • Apply a systematic approach to identify performance gaps and strategically coach salespeople for peak performance.
Strategic Sales
Management
120
MINUTES
Learn and apply a systematic approach to identify
•
performance gaps and strategically manage salespeople to achieve their plans.
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ESCRIPTION
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DAY ONE - LEAD
Performance
Challenges
Teams work together on three customized performance challenges. For each,
•
they identify the performance gap and the performance drivers at the root cause. Then, they select the tools that might help them close the gap. Teams think about the salespeople they manage and list a performance
•
gap they see across their teams. Then, they determine which of the six performance drivers they would use to diagnose the situation.
Last, they identify the tools they’re going to use or the actions they’ll take to
•
address this situation. They repeat this process until they are able to diagnose and address a performance gap in just a few minutes.
Coaching
Characteristics and
Best Practices
Sales managers develop their ideas of the elements of great coaching. They
•
capture characteristics of the perfect coach and discuss their observations and how they view their role as a coach.
Sales managers review
• Coaching Best Practices, discuss the positive benefi ts,
and rate their organization’s current state of performance for each one. Working with a best practice, teams record a set of actions they can take to
•
improve their skill in the coming months on this best practice.
They review their personal competencies at these best practices and identify
•
steps they can take to create the biggest impact on their team’s performance.
Strategic Coaching
Plan
Sales managers receive feedback from a survey their salespeople fi lled out
•
before the session. They review the feedback and record and analyze their results in the Strategic Coaching Plan.
In pairs, they review their
• Coaching Plans and decide on their coaching
Strategic Sales
Management
Teams examine a performance challenge that a sales manager would have
•
to handle to meet performance targets and collaborate to develop a plan of action to close this performance gap.
They learn about six categories of
• Performance Drivers that help managers
pinpoint the source of peak performance.
Individually and then collectively, they decide on their sequence and a
•
rationale for this logical order and discuss the value of having a common language to use when managing.
Then, they explore
• Tool cards that can enhance a salesperson’s ability to
perform, aligning them with the Driver card that best fi ts each. They assess the time and cost implications of each group of Drivers.
Role of the
High-Performing Sales
Manager
Sales managers identify people who exhibit most of the behaviors listed in
•
the categories of Lead, Develop, and Execute and the impact these behaviors have on their company, customers, direct reports, and peers.
They align corresponding actions with these behaviors and discuss the range
•
and nature of the behaviors of high-performing managers.
Teams then review these behaviors, prioritize them, and pick the six
•
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DAY TWO - DEVELOP
Business Impact
of Coaching
20
MINUTES
Understand the business impact of high levels of
•
coaching effectiveness.
Sales Best Practices
95
MINUTES
Discover and apply the sales best practices identifi ed
•
by thought leaders and followed by top sales performers across a variety of industries.
Create strategies for utilizing these practices more
•
consistently and effectively.
Behavioral Styles
65
MINUTES
Understand their personal styles and others’ styles;
•
identify barriers and fi nd common interests on which to build stronger coaching relationships.
Learn how an individual’s fi lters lead to assumptions,
•
judgments, and communication barriers.
Learn a practical, research-based Styles model and
•
develop communication strategies and approaches to coach salespeople with different styles.
Coaching Continuum/
REAL Coaching Model
40
MINUTES
Discover the differences between directed and guided
•
feedback and coaching.
Learn a non-manipulative model for coaching
• interactions.
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WOD
EVELOP
High-Impact Questions
30
MINUTESLearn and master the art of writing and deploying
well-•
developed questions to support the coaching process around relevant and current challenges.
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Coaching Continuum/
REAL Coaching Model
Sales managers learn a model to adapt their coaching strategies to
•
different situations, considering the main characteristics at each side of the continuum: directed and guided coaching. They identify a situation where they would coach in each.
Next, they review
• Coaching Situation cards and place them appropriately
on the continuum. They discuss both sorts of interactions and how they can apply them on the job.
Sales managers use a model for coaching interactions and learn important
•
practices to support each step of the model. They refl ect on how adopting it might impact their organization’s coaching results.
Behavioral Styles
Sales managers examine various communication styles, including their
•
own. In teams, they analyze how these styles interact and the best ways to communicate with their own style as well as other styles.
Then, they work individually to explore where their style and a challenging
•
saleperson’s style intersect and how they can communicate with this style more effectively.
Sales Best Practices
Teams review the sales best practices that salespeople use to accelerate their
•
success and align each best practice with its importance at the beginning, middle, or end of the sales cycle.
They refl ect on which best practices are most important for their company’s
•
success and rate their salesforce’s current performance on each one. Sales managers dig deeper, creating a specifi c set of actions that they can
•
take for each best practice. Then, they create an action plan for their team, capturing steps they can take to enhance the performance of salespeople and their sales team.
Business Impact
of Coaching
Participants explore the business impact of coaching by sales managers:
•
they compare the performance of salespeople against their goals when coached by sales managers with a high level of coaching effectiveness with performance when they are coached by sales managers who exhibit a low level of coaching effectiveness.
Calculating the difference, they discover the additional business impact that
•
would be created if their salespeople improved by this percentage.
DAY TWO - DEVELOP
High-Impact Questions
Participants use a proven process for effectively coaching others by
•
developing high-impact questions that they would ask if coaching a salesperson in different coaching situations.
Then, they work in pairs as sales coach and salesperson to ask high-impact
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DAY TWO - DEVELOP
Case Study
Learn and apply coaching best practices and other
•
coaching strategies through role-plays.
Master the day’s learnings in a skill practice based on a
•
real-world coaching situation
80
MINUTES
Coaching Stress/
Coaching Derailers
Create strategies to successfully coach salespeople
•
more effectively when under stress.
Understand derailers that diminish impact and build
•
skill in minimizing these derailers.
45
MINUTES
Coaching Time
• Deepen an understanding of the time required to successfully coach salespeople.15
MINUTES
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DAY TWO - DEVELOP
Case Study
• Participants work with a three-layer customized case study to role-play coaching situations between a sales manager and salesperson. They considerthe best practices and tools they would use in each situation and debrief.
Coaching Stress/
Coaching Derailers
Using the
• Styles cards, sales managers refl ect on their own behaviors under
stress. They consider how stress affects the challenging salesperson they worked with earlier and what they can do to make the interaction smoother. Sales managers review coaching derailers that represent actions and
•
behaviors exhibited by coaches that are shown to diminish business impact. They choose the derailers that they are most susceptible to and create
•
strategies for minimizing them; they also describe the anticipated business impact that eliminating these derailers will have for them, their team, and the company.
Coaching Time
Sales managers guess on how much time is spent coaching salespeople in
•
percentages according to research. Then, they collaborate to determine the optimal coaching time per salesperson per month.
A powerful reveal provides a deeper understanding about how much time
•
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Lead. Develop. Execute.S
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45
MINUTESUnderstand the differences between coaching virtually
•
and coaching face-to-face.
Analyze the root cause of virtual coaching breakdowns
•
and employ a versatile coaching approach for maximum productivity in both virtual and face-to-face coaching interactions.
Virtual Coaching
Learn and apply an effective coaching model for pre- and
•
post-call coaching conversations. Coach to targeted sales best practices.
•
Skill Practice
95
MINUTES
30
MINUTES
Preparing to Coach
Strengthen questioning skills for pre- and post-call
•
coaching.
Develop the ability to provide targeted feedback using
•
specifi c behavioral examples.
DAY THREE - EXECUTE
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XECUTE
Achieving Goals
• Coach for performance and execute effectively by aligning the team’s objectives to the company’s overallsales goals.
30
MINUTES
Field Coaching
Effectively coach in the fi eld by focusing coaching
•
on specifi c sales best practice priorities for each salesperson.
Coach salespeople from their current state to the
•
desired state for specifi c sales best practices by using A-B-C behavioral anchors.
Enhance coaching effectiveness before, during, and
•
after sales calls.
70
MINUTES
100
MINUTES
Analyze the performance of their salespeople and gain a
•
strategic understanding of where they should spend their coaching time.
Assess the activities their salespeople are spending their
•
time on and determine how to get the highest return on their coaching investment by redirecting the salespeople to the activities that high performers concentrate on.
Performance Matrix/
What to Coach
Practice virtual coaching , applying tips and best practices.
•
Skill Practice
50
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Virtual Coaching
Sales managers compare being coached virtually to being coached face-to-face.
•
Sales managers add and align two critical steps for virtual coaching
•
effectiveness, transforming the coaching model they have been working with. They establish how these new tips can help them overcome virtual coaching gaps discussed in the last activity.
Skill Practice
• Sales managers review the REAL Coaching model and role-play pre- and post-call coaching conversations.Preparing to Coach
• Focusing on the two sales best practices from the previous activities, sales managers create pre-call and post-call behavioral questions they would asksalespeople.
DAY THREE - EXECUTE
Achieving Goals
• Participants align their team’s objectives to their company’s sales goals by creating corresponding SMART objectives that they can communicate totheir team to help them execute their sales plans.
Field Coaching
Sales managers assess a team’s needs, comparing it to their own real-life
•
teams. Then, they prioritize sales best practices for this team and their own teams, comparing the two.
Sales managers then determine the most critical sales best practice for
•
two salespeople and review corresponding A-B-C behavioral anchors for both this best practice and the best practice selected in the last activity. Considering this, they discuss their coaching preparation before, during, and after a sales call with each of these two salespeople.
Performance Matrix/
What to Coach
Sales managers learn how to allocate their coaching time most effectively across
•
their teams.
Sales managers then practice coaching salespeople to adopt the behaviors of
•
high performers.