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The Coach's Playbook

Learn how to unlock the code for maximizing performance!

 

Five Challenges of Coaching

Many organizations underestimate the importance of the coaching role, misunderstand the definition of coaching, and consistently underperform as coaches or entirely omit the process. As a result, this leads to stress, burnout, and less-than-optimal performance of the leader and the entire team.

 

Are you a leader who is frustrated with:

  • 在投入时间和金钱后失去了优秀的人才?
  • Consistently underperforming and undermotivated team members?
  • 花太多的时间和精力为你的团队救火和解决问题?
  • 一遍又一遍地进行同样的对话,而行为和结果却没有任何改变?
  • 一个不平衡的头重脚轻的团队,一些成员在表演,另一些在挣扎,不断地向你寻求帮助?

If so, you are not alone. 每个领导者最终都会面对一个或多个这样的挑战.

The question becomes, “How will you learn overcome them?”

最大化团队绩效和责任的系统方法

那些与我们合作以加强“教练力量”的客户报告说,他们的文化有了显著改善, performance ratings, and bottom line.

 

  • Improved internal communication
  • Increased independence of team members
  • More productive, proactive time for the leader
  • Improved performance and productivity
  • Reduced turnover and a greater pool of productive talent

Your ability to find and hire the best salespeople, then accurately evaluate their performances and motivate them, affects your team’s ability to succeed. Outstanding sales performance requires a realistic sales plan, including goals and the strategies for accomplishing them. Learn to effectively and supportively debrief your salespeople, grow your sales through networking, and manage a territory, while developing the best practices 对管理、维护和最大化现有客户的业务至关重要.

 



The Sales Coach's Playbook

A recent study found that few sales managers spend time coaching, and when they do it's generally ineffective, failing to get desired results. The Sales Coach's Playbook: Breaking the Performance Code, by Sandler trainer Bill Bartlett, answers the question of 'Why?并以获奖的尊龙下载销售系统为基础,提供具体可行的计划.

The Coach's Playbook Curriculum

指导是一种正式的过程,通过一对一的会议来帮助团队成员发现阻碍他们表现的隐藏问题. For coaching to be effective, the discovery process must focus on critical behavior modification, not the imparting of new skills. 每一次训练都应该有一个策略或游戏计划来达到预期的结果.

当一个或两个参与者自发地进入课程时,没有成功的目标或计划,指导就失败了. 与普遍的观念和实践相反,有效的指导不仅仅是“向他们展示如何去做”.“当你制定教练的战术手册,让员工的表现最大化时,你的员工就能学会成功!

  • The Basics

    In this Chapter, 你会学到辅导的重要性,以及为什么经理必须使用辅导来帮助团队成员成长. 本章还涵盖了尊龙下载的指导哲学,并展示了如何将其融入到更大的领导力承诺中.

  • Developing the Coach’s Mindset

    在本章中,你将学习如何识别和消除自我限制的信念. 有效的教练必须处理自己和团队成员的自我限制的信念, preventing them from executing new, higher performing behavior.

     

  • Dealing with Change

    在本章中,您将探索成功的团队成员是如何接受改变的需要的. Most team members are resistant to change and choose to remain stuck. 有效的教练突破这个舒适区,帮助团队成员发挥他们的潜力,取得更大的成功.

     

  • Take the X-ray

    In this Chapter, 您将学习如何通过“x光”来确定团队成员的世界中发生了什么以及为什么. This is an essential prerequisite to effective goal setting, which is a central element to coaching success. 你还将了解为什么团队成员和教练必须一起工作,以确定和追求目标,如果他们想取得成功.

     

  • Building Trust and Comfort

    In this Chapter, 您将了解为教练参与制定基本规则的重要性,为教练和团队成员创造信任和舒适的环境. Additionally, 您将了解影响教练课程成功的心理因素.

     

  • Coaching—A Process, Not an Event

    在本章中,你将探索建立教练过程的重要性. Effective coaching is not performed as a “one and done” model; rather, it is a tool for continuous improvement, 教练的责任是在整个过程中创造积极的教练体验和环境. 有两种类型的教练支持这种持续的改进:战略和战术.

     

  • Understanding Your Team

    In this Chapter, 您将学习如何获取团队成员的个人动机,以改变他们的行为并提高他们的表现. 当教练掌握了团队成员成长的所有权,而不是利用教练来点燃团队成员的个人激情时,教练就失败了.

     

  • The Coach’s Toolbox

    In this Chapter, 您将学习如何利用对创建一个成功的教练环境至关重要的技能. To achieve the desired result of each coaching session, the coach must rely on a well-stocked toolbox. These tools, or skills, 帮助教练将经理和团队成员之间的简单对话提升为富有成效的互动,双方都能实现各自的目标. 工具箱必须根据教练的个性进行定制,并不断练习以提高效率.

  • Thoughts Influence Performance

    In this Chapter, 你会学到消极的想法是如何以及为什么会限制你的表现, while positive thoughts tend to drive greater success. Many team members develop limiting behavior patterns. Often, 这些都是由他们在职业生涯中形成的潜意识思想驱动的. 潜意识的思维模式通常来自于消极或积极的过去经历. These patterns can build up over time to create behavior blockages.

     

  • Becoming a High-Performance Coach

    In this Chapter, 你将了解所有高绩效教练都拥有的特质,以及这些特质如何影响教练的成功. 高效的教练会根据团队成员的个性建立特定的教练框架和风格. 正如本课程前面所讨论的,教练并不是一种“一刀切”的训练.

     

  • Moving Forward

    In this Chapter, you will learn how effective coaching must have a cadence, 专注于相互加强的定期会议,并成为管理者自己行为计划的一部分. 成功的教练是基于实际的方法和技术,教练不断建模,以达到预期的目标.

     

  • 23 Action Steps to Build Coaching Effectiveness

    In this Chapter, 您将学习10个最佳实践,以纳入教练过程中,将帮助所有经理提高他们的教练表现.

     


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