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Leadership Sales Coaching: The Workbook

Leadership Sales Coaching: The Workbook

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Published by Jason Forrest
This workbook is a companion to Leadership Sales Coaching. The reflection questions go beyond theory and facilitate the transformation from manager to coach!
This workbook is a companion to Leadership Sales Coaching. The reflection questions go beyond theory and facilitate the transformation from manager to coach!

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Published by: Jason Forrest on May 23, 2013
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LEADERSHIP SALES

COACHING
W O R K B O O K
Transforming from Manager to Coach
2012 Jason Forrest
All rights reserved. No part of this book may be reproduced, transmitted, or stored in any form, or by any means whatsoever without
express written permission in advance from the author, except in the case of brief quotations in critical articles and reviews.
ForrestPG.com
Strategy One
Lead, Don’t Yield
(Principles 1 - 4)
Principle 1
Remember Your Purpose
Managers get lost in the details.
Coaches remember their purpose.
Refection
1. Who in your life would you credit with investing in you and believing in you?
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2. What attributes do/did they have that made you realize they truly cared about you?
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3. Who on your team do you feel most needs someone to invest in them? Or, who has the most to gain from
your investment?
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4. What obstacles are in your way of fulflling your purpose as a sales coach?
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5. Why is the toughest aspect for any leader getting people to exceed their own expectations?
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6. Tink back on pursuits you’ve had (maybe sports or music) where a belief system limited what you
thought was possible. Were you able to break from that? Why or why not?
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Action Items
1. Do you agree or disagree with the description for your role? Why or why not?
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2. Write three specifc examples of how you can fulfll that purpose this week.
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Principle 2
Be a Sales Pro First
A manager says, “Because I said so.”
A coach sells the idea, belief, or behavior.
Refection
1. What are some specifc objections that your sales professionals have given you when it comes to you being
their leader?
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2. Can you think of sales pros right now that have not done something that you’ve asked them to do (aka—
you haven’t closed them)?
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3. Considering that you’re a sales pro frst, write out a conversation/script to understand what their objectives
are, then present your solution to them. Close them on that solution.
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Principle 3
Master the Sales Process
A manager knows what to do.
A coach knows why they’re doing it.
Refection
1. Michael Phelps is a better swimmer than his coach, Bob Bowman. So does Bob Bowman add value to
Phelps? Why or why not?
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Principle 4
Be the Sherpa
A manager tells team members where to go.
A coach guides the way.
Refection
1. Have you ever had a Sherpa fgure?
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2. If so, how and why were they efective?
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Action Item
1. Study the Sherpas in your life and write down which qualities you can apply to your role.
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Strategy Two
Coach to Win
(Principles 5 - 9)
Refection
1. Which aspects of your approach fall into the management side (control, constrain, check) of the
spectrum?
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2. Which aspects of your approach fall into the coaching side (inspire, train) of the spectrum?
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Principle 5
Coach, Don’t Manage
Managing is what you do to someone.
Coaching is what you do for them.
1. Go through the synonyms for manage and coach and circle the words that most describe you on each side.
2. Add them up and determine what percentage of your style is like a coach and what is like a manager.
______%
COACH, DON’T MANAGE
· domihaIe
· boss
· call Ihe shoIs
· commahd
· mahipulaIe
· cohIrol
· regulaIe
· Iake over
· cohsIraih
· rule
· resIraih
· mehIor
· Ieach
· Iraih
· educaIe
· prepare
· guide
· ihspire
· advise
· improve
· develop
· culIivaIe
TO MANAGE: TO COACH:
to control in
action or use
to give instruction or
advice to in the capacity
of a coach; instruct.
Principle 6
Be on Offense
Managers hear about the sale after it happens.
Coaches strategize before the sale.
Refection
1. Does your management style lend itself more to a defensive posture or an ofensive posture? How?
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2. What ways do you consistently move the ball forward?
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3. What ways do you fnd yourself managing defensively?
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Principle 7
Be the 66%
Managers focus on “get-fixed quick” solutions.
Coaches focus on sustainability.
Refection
1. What examples do you have of times you’ve seen the need for follow-up in your own life (diets, breaking
habits, etc.)?
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2. What examples do you have of times you’ve seen the need for follow-up in your professional life (or in
the lives of your team members)?
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3. In your own words, what is the diference between coaching and training?
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4. Where do you feel your existing/prior training approach falls (mostly coaching, mostly training, or
somewhere in between)? Why?
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5. Write down a time you and/or your team went to a one-day seminar and got the quick hit education, but
went back to old behaviors after a month or so? Why do you think that happened?
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Action Item
1. Consider the scenario from refection item 5. Write down a plan of action for how you will implement
coaching to lead sales professionals to retain their knowledge after similar situations in the future.
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Principle 8
Live by the Formula for Success
Managers focus on changing circumstances.
Coaches focus on increasing conversion rates.
Refection
1. Have you ever had the knee-jerk reaction of trying to combat low sales numbers by lowering prices?
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2. If so, what problems have arisen because of that approach?
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Principle 9
Prepare for the What Ifs
Managers prepare for the best.
Coaches prepare for the worst and hope for the best.
Refection
1. Write out a past failed experience that if you planned better would have created a diferent outcome.
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Action Item
1. Write scripts for the following scenarios:
Your top three producers quit.
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You end your month 25% behind quota.
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After one month of interviewing, you can’t fnd the right talent for your team.
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Returning prospects decrease by 30%.
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Your top producer is not being a team player but you need his or her sales to make your quota.
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A competitor enters your market and ofers a lower price than you.
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You increase your standards of performance and the sales professionals threaten to quit.
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