skeleton presentation; Coaching (vs. Managing) requires a relationship, which in turn requires trust.
How quickly and effectively you build trust will in large part relate directly to the success of your employees & will be reflected in performance (can be sales-specific, but not exclusively a sales module)
2. Why Are We Here?
By the end of the workshop, I want to know how
to….
By the end of the workshop, I want to improve my
ability to…
To me, a good coach is …..
WHITAKER_PEOPLERESULTS™
3. Why Are We Here?
To level set “Coaching”
To learn how to build trust
Between you and your direct reports
Between your direct reports and their customers
To work together to develop specific, actionable
plans to drive performance
WHITAKER_PEOPLERESULTS
5. What is Trust?
Trust: firm belief in the reliability, truth, ability, or
strength of someone or something.
Confidence
Faith
Conviction
WHITAKER_PEOPLERESULTS
6. Earning Trust
He always
We’ve got
He’s my ‘Go comes through
good
To’ guy. for me.
rapport.
We have a solid
relationship. He’s got my back.
I can count
on him.
WHITAKER_PEOPLERESULTS
7. Why Trust?
Intuition tells us that trust reaps benefits.
Research shows that trust drives business results and
accelerates performance.
2002 Watson Wyatt study → High-trust organizations
have much higher return to shareholders
Want better sales? Build trust with customers
Want better employee performance? Earn trust from
employees
WHITAKER_PEOPLERESULTS
8. Building Trust:
Walk the Walk
It’s about your actions
Demonstrate respect
Show & expect loyalty
Keep your commitments
Be transparent
Be accountable, encourage accountability
WHITAKER_PEOPLERESULTS
9. Group Exercise: Respect
and Loyalty
Group One → coaches and employees
Group Two → employees and customers
Your Task: List ways we fail to
demonstrate respect,
show and expect loyalty
WHITAKER_PEOPLERESULTS
10. Group Exercise: Respect
and Loyalty
Flip it…
Group One → employees and customers
Group Two → coaches and employees
Your Task: List ways we can
demonstrate respect and
show and expect loyalty
WHITAKER_PEOPLERESULTS
11. Walk the Walk:
Keeping Commitments
Things written match verbal feedback
Interaction schedule is consistent
Follow through, don’t promise what you can’t deliver
Show up on time, don’t double or triple book your
calendar
Follow through, even when it inconvenient or difficult
Carefully weigh any changes you make to priorities
WHITAKER_PEOPLERESULTS
12. Be Predictable
Life is unpredictable. You shouldn’t be.
Your objectives are clear. No hidden agendas or
politicking.
Your emotions are controlled. No passive
aggressiveness or emotional blackmail.
Your behavior is consistent no matter what the
situation.
WHITAKER_PEOPLERESULTS
13. Group Exercise:
Show and Tell
Demographics (age, gender, experience level)
Level of commitment (low, medium, high)
Competence level (low, medium, high)
Share comments from your pre-work matrix
Any other pertinent tidbits
WHITAKER_PEOPLERESULTS
Notes de l'éditeur
Ok, so we’ve seen lots of coaches. And today we’re going to talk in detail about how to improve as a coach. At least, that’s what I was told we were here to do. Let’s hear from you though… As part of your pre-work, you should have answered three statements. It’s time to bring them out. Let’s go around the room and talk about what we’re looking to get out of the next four hours. [Facilitator: Write the answers on a flipchart, then set it aside for wrapping up at the end of the session.]
Building trust is an ongoing process. It can be time intensive. As a manager, you need to speed up that process to quickly build trust with new MSR’s, and/or re-build trust with existing salespeople under your supervision. That’s quite a job. Before we talk about how to build trust, let’s make sure we’re all on the same page about what trust is, why it’s important
So, it’s probably pretty self-evident, but trust is essential in any relationship. Think about the great relationships you have right now- with your spouse, your best friend, a parent, a customer. Now think about someone you don’t trust. Maybe a neighbor, a coworker, a “frenemy.” You don’t have to be a psychologist to know that you would put more energy and effort into helping someone you trust achieve success than you would helping someone you don’t trust. Research supports it. In a 2002 study, Watson Wyatt found that high-trust organizations outperformed low-trust organizations in total return to shareholders by 286 percent. A 2005 study of Fortune 100 companies shows four times the returns for high-trust companies.So if you want to sell more, make sure you’re earning trust from your customers. Not only will they buy more, they will refer new business to you.Want your people to perform better, want more innovation? Make sure you’re doing your part to increase trust with your employees. When you do, there will be more information sharing, more risk taking, more tolerance for mistakes- all of which promotes innovation and creativity.We all know how important trust is. Let’s talk about some ways to start building trust.
It’s time for some show and tell. Each person gets 2 minutes to present their most challenging employee. I will scribe the short term (in next quarter) and long term strategies that the group throws out. We’re looking for things that the coach could change, do, consider, or adjust. It’s ok to give advice. Be as actionable as possible. <5-7 minutes per person to brainstorm> [Facilitator note: each person gets a flipchart page. Keep the flipchart posted. They will be used afterward.]