Want to be a better coach? Do what the great ones do, Part II

Gregory at Medtronic 10-2010 CroppedLast week we discussed some of the best practices that great coaches do, leaving off with gaining the employee’s commitment to improve.  Today we’ll finish up that discussion with a few more.

Mutually discuss solutions. 

Great coaches recognize that they are not the only ones with good ideas, and they make a point to seek the employee’s input.

“What do you think is the best way to ask a customer about what’s important to him?”


Get agreement on an improvement plan on the spot. 

The coach knows that the key to ensuring that the session has meaning is to agree on a plan for the new behavior.

 “Okay, how about this?  Beginning first thing tomorrow, why not get some appointments with high-potential customers and tell them you and I will sit down with them.  Then I can have another chance to observe you doing these new techniques…”

Use frequent, informal positive reinforcement immediately following desired behavior. 

If the coaching discussion is worth conducting, it is worth following up.  Since coaching is a feedback mechanism, it’s important to let employees know when they are performing as desired in order to reinforce the behavior.

 “Jeff, I’ve been listening to the way you use those open probes with confidence.  You have a real professional approach now and people trust you.”

Maintain confidence in the employee’s abilities over time. 

This is different from expressing confidence in the employee.  Without a sustained commitment to the employee, expressions of confidence have little meaning.  The great coach shows that he or she is willing to let employees test their skills through empowerment and trust.

 “Paula, you’ve done so well with upscale customers, I’d like you to start making some calls on business customers as well.  I’ll give you some basics in the kinds of questions to use and then…”

Next post

So far in this series on coaching, we’ve discussed performance analysis, which helps us to know when coaching is the right remedy, and last week and today we’ve looked at a few effective coaching behaviors. Next week we’ll discuss the style differences in approach by effective coaches.

When is it right to facilitate the discussion in a gentle way and allow self-discovery by the performer?  When is it right to kick the performer in the seat of the pants? (And yes, I have a story about that.)  What is meant by “situational leadership”?

My monthly newsletter comes out next Tuesday, so there will be no blog post, but we’ll resume the coaching discussion in two weeks.

Think Like Your Customer!

About Gregory LaMothe
I teach people how to sell things. I own the company ActionSystems. Visit my website at www.actionsystemstraining.com.

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