To give special classes in sports or a school subject... especially privately to one person or a small group.

(Cambridge Dictionary) Tutor,train (pupil especially intensively or individually for examination, crew for race) Give hints to prime with facts (Oxford Dictionary) A private tutor, often one employed to train pupils for an examination To prepare for an examination by private instructions (Home Study Dictionary)

Face To Face interview used by managers to Analyze, help to maintain & Improve performance of their subordinates

Is a disciplined conversation, using concrete

performance information, between a leader and an individual or a team that results in the continuous improvement of performance
(ASTD Coaching)

Counseling
Dealing with work related problems that stem from basics, deeply rooted attitudes and values and from conditions outside the work situation.

When to counsel
May be needed as a preliminary to coaching in order to define the cause of the work problem.. never try to act as a psychiatrist or a social worker

Definition :
Feedback is information to a person regarding

WHAT and / or HOW he did on a task,

skill or a job activity

WHY COACHIING IS BECOMING SO IMPORTANT

* Control model for managing and leading isnt working all that well. * Present need is to do more with less and empower people. * Managers and leaders are being expected to act as resources and problem solvers. * Coaching is a primary tool for being a resource and solving problems.

Overall Effectiveness of a Representative

Competition
Selling Skills Basic Advanced Presentation Skills Communication Skills Negotiation Skills Follow-up Activities

Market

Product

Company

Job Knowledge

Planning Reporting Time Management Market Res.+ Segmentation Administration

Skills

Business Organization Skills

Coaching Skills - The Key to Effective Implementation

What actually happens to new skills without follow-up actions / Coaching: Training
Behaviors

Improvement of skills (Behavioral Change)

Results

Time

What actually happens to new skills with follow-up actions / Coaching:

Improvement of skills
(Behavioral Change)

Training

Behaviors

Results

Field Coaching Time

ANTECEDENT (Activator) Starts..

CONSEQUENCES maintain...

20 %

80 %

100 % Desired Behaviour

Coaching is Dealing with the work

performance and not with the personality (personal Qualities)

so, mainly improve work performance through the coaching but do not change Med. Reps . Personality through counseling.

Coaching strategy
Recognize the nature of the unsatisfactory performance & decide what specific actions must be taken to correct this performance Unsatisfactory performance can be in the following areas: Task knowledge Transferring skills Motivation confidence

Task knowledge
Unsatisfactory performance results from a lack of knowledge of the required task. Coaching strategy provides: technical training Reorientation of the task Frequent observation of task performance. Clear feedback on the out come of task behavior.

Transferable skills
Unsatisfactory performance results from difficulty in transferring the required skills. Coaching strategy provides: Training on new task as needed. Modeling of required skills. Skill practice. Clear feedback on the outcome of task behavior.

motivation
Unsatisfactory performance results from lack of motivation. Coaching Strategy provides: Positive reinforcement Discussion of rewards & incentives for effective task performance Analysis of possible consequences of various levels of task performance.

confidence
Unsatisfactory performance results from lack of confidence. Coaching Strategy provides: Short small-step goals Reassurance of support for attempts to improve task performance. Encourage personal practice in task accomplishment. Clear, positive reinforcing feedback on growth in task accomplishment.

Key Coaching Guidelines

Never coach when big things are at stake Analyse before action Target coaching efforts Set priorities for coaching

Key Coaching Guidelines (cont.)

Make a thorough post-call review Use effective, appropriate feedback Observe and listen actively

Key Coaching Guidelines (cont.)

Be open and honest Set performance objectives Make notes Communicate freely

Professional Selling Skills

Chart 1

Coaching Process
Coaching introduction Precall briefing Call observation Next call Post call debriefing Does performance problem require action? Improvement Action

No

Yes
Problem solving

Professional Selling Skills

Chart 2

Coaching introduction
.Explain coaching program and benefits. .Specify roles on coaching calls:
Salesperson controls calls Manager observes calls .Give criteria for coaching calls: Selling activity Managers help not needed .Arrange initial calls.

Professional Selling Skills

Chart 3

Precall briefing
Review call preparation: Account information Anticipated needs/ opportunities Anticipated customer attitudes Call objective Review roles: Salesperson controls call Manager observes call Introduction of manager

Call observation
Mention note taking to customer. Record observation/highlight consistencies. Thank the customer.

Professional Selling Skill

Chart 4

Post call debriefing

State debriefing steps. Ask for salespersons self- analysis: Ask which skills were handled well Ask which skills could have been used more effectively Give feedback: If time permits, reconstruct the call Summarize skills handled well Summarize skills needing improvement Plan the next step: If performance problem requires action, go to problem solving If not, go to next call

Problem solving
Determine cause of performance problem. Ask for / suggest improvement actions. Confirm action(s) planned.