How To Select An Executive Coach
You want to get results in your coaching process. So, ask the right questions.
You want to get results in your coaching process. So, ask the right questions.
Imagine you’re a frontline employee and you receive word that you’re about to participate in a major change management initiative. You’ve performed your job a certain way for years, you’re quite good at doing it that way, and now your boss tells you that the processes that give you comfort and accomplishment are going to be upended. Whether it’s new technology or new processes or some new operational philosophy, you will no longer be able to do your job the same way.
As a leader in a company or organization, it’s important to make sure your team members are staying on track and doing the job to the best of their abilities, but this can sometimes be difficult to gauge unless you have a strategy in place to effectively measure the performance of your employees.
If there is one consistent complaint we hear from frontline sale managers, it is that they are always short on time. This isn’t surprising given the numerous responsibilities sales managers have, including recruiting and hiring new sales professionals, day-to-day management tasks, sales coaching, and administrative duties. Additionally, they face the challenge of managing sales professionals who are typically independent, strong willed, and often have little day-to-day contact with their managers. And in many organizations, sales managers are required to both sell and manage.
Reinforcing business culture beyond headquarters requires a blend of high-tech communication and personal interaction.
If you want to run a marathon, you can’t expect to get great results unless you train properly. The same goes for sales readiness. In order for reps to perform at the top of their game, they must be trained and then coached to reinforce and eventually master their sales material.
Workplace culture efforts are often directed toward lower-level employees and those on the frontlines with customers, but midlevel managers are usually the ones who hold culture change back.
In some ways, the sales force is the most measured function in any company. All salespeople have a number (a quota) assigned to them, and progress toward that number is tracked maniacally. However, anyone who has ever tried to measure the ability of a sales team knows that this number is insufficient to determine whether a seller is actually good or bad at their job. But if you really want a challenge, try to measure the performance of the salesperson’s boss—the frontline sales manager.
The 2017 Edelman Trust Barometer doesn’t mince words: “trust is in crisis.” Across the board and around the world, the general population’s trust in our biggest institutions – including business – is down.
So it’s no wonder that by far the top things organizations ask me to solve for when they seek my leadership expertise are trust and engagement.
Startups frequently prepare a “pitch deck” to present their company to prospective angel or venture capital investors. The pitch deck typically consists of 15-20 slides in a PowerPoint presentation and is intended to showcase the company’s products, technology, and team to the investors.