Kathleen and I first worked together at Wilson Learning Corporation back in the ’90s. Since that time we’ve gone in different directions, and Kathleen has pursued her passion for coaching by becoming certified in the coaching
and philosophy, launching a successful coaching practice and becoming a certified master trainer of other coaches.
In addition to providing the tools, and processes needed to be an effective coach, this book provides insights and solutions to the problems that coaches and their coachee’s face. It lays out a simple and compelling coaching framework referred to as FUEL exploration and provides key questions the coach can ask.
This framework covers four major elements as follows:
rame the conversation: agree on the purpose, process and outcomes.
nderstand the current situation: from the coachee’s point of view.
xplore the desired state: articulate the vision of success.
ay out a success plan: including specific, time bound steps including milestones.
Another useful tool is the “Coaching: the 6 Stages of Change.” The authors remind us that, “No matter how much one person needs to do something, he is unlikely to do it until he wants to.” This awareness and approach helps managers to better understand individuals’ motivations for change and how those goals can be obtained.
A framework for managers, aka the coach, is a description of the experiences that the manager goes through while coaching their associate. This awareness will help the manger be more effective at every step of the coaching process and ensure the amount of energy invested is equal to the outcome.
The Extraordinary Coach: How the Best Leaders Help Others Grow
, by John Zenger and Kathleen Stinnett, published by McGraw-Hill, 2010.
Losing market share.
Applied a rigorous process to diagnosis root causes that included: interviews with customers and prospects, web based survey, interviews with managers and account managers, observations of top and bottom producers.
Sales of large projects were significantly below budget.
Develop the strategic selling and consulting skills of the salespeople.
A 12 month program that integrated skill development in real time sales applications. Helped sales people to conduct more in depth and focused research on customer, showed salespeople how to have executive conversations, provided the salespeople with new skills to better understand their customer including all stakeholders. This enabled salespeople to create integrated solutions that more successfully differentiated themselves from the competition.
Won the largest contract in the company’s history and the number of large project won by year was over budget.
Interested in a sales training program that can dramatically increase your sales per contract? If so
Receiving an unacceptable number of customer complaints that salespeople were hard to work with.
Assessed salespeople’s versatility and spoke with sales managers about their assessment. Agreed that versatility needed to be improved.
Implemented a program to enhance versatility; compared results to a control group that were not trained in the program.
Global growth strategy and higher than desired associate turnover led to a talent shortage.
Determine why talent retention had become an issue and what to do about it.
Create and implement talent management and development tools for leaders.
Undesired turnover was reduced in half in the first year. The talent pool improved by 32 points according to the client’s senior leadership.
Mutual Fund Management
Increasing importance of selling packages of funds to corporate retirement plans, such as IRAs and 401(k) plans.
Rapid expansion of products and services to better serve evolving customer needs.
Develop discovery skills of sales and service associates to help them uncover “new” customer needs and then connect the need with a solution of a new products and services.