leadership sales coaching: the workbook

7/30/2019 Leadership Sales Coaching: The Workbook

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LEADERSHIP SALES

COACHING

W O R K B O O K

Transforming from Manager to Coach


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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 withoutexpress written permission in advance from the author, except in the case of brief quotations in critical articles and reviews.

ForrestPG.com


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Strategy One

Lead, Dont Yield(Principles 1 - 4)


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Principle 1

Remember Your Purpose

Managersget lost in the details.

Coachesremember their purpose.

Reection

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 fullling 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.ink back on pursuits youve had (maybe sports or music) where a belief system limited what youthought 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 specic examples of how you can fulll that purpose this week.

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Principle 2

Be a Sales Pro First

A managersays, Because I said so.

A coachsells the idea, belief, or behavior.

Reection

1. What are some specic objections that your sales professionals have given you when it comes to you beingtheir leader?

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2. Can you think of sales pros right now that have not done something that youve asked them to do (akayou havent closed them)?

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3. Considering that youre a sales pro rst, 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 managerknows what to do.

A coachknows why theyre doing it.

Reection

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 managertells team members where to go.

A coachguides the way.

Reection

1. Have you ever had a Sherpa gure?

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2. If so, how and why were they eective?

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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)


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Reection

1. Which aspects of your approach fall into the management side (control, constrain, check) of thespectrum?

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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, Dont Manage

Managingis what you do to someone.

Coachingis what you do for them.


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1. Go through the synonyms for manageand 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, DONT MANAGE

U`>iUL

UV>i

UV>`

U>>i

UV

Ui}>i

U>ii

UV>

Ui

Ui>

UiUi>V

U>

Ui`V>i

Ui>i

U}ì

Ui

U>ì

Ui

Uìi

UV>i

TO MANAGE: TO COACH:

to control inaction or use

to give instruction oradvice to in the capacityof a coach; instruct.


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Principle 6

Be on Offense

Managershear about the sale after it happens.

Coachesstrategize before the sale.

Reection

1. Does your management style lend itself more to a defensive posture or an oensive 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

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Principle 7

Be the 66%

Managersfocus on get-fixed quick solutions.

Coachesfocus on sustainability.

Reection

1. What examples do you have of times youve seen the need for follow-up in your own life (diets, breakinghabits, etc.)?

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2. What examples do you have of times youve seen the need for follow-up in your professional life (or inthe lives of your team members)?

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3. In your own words, what is the dierence between coaching and training?

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4. Where do you feel your existing/prior training approach falls (mostly coaching, mostly training, orsomewhere 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, butwent 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 reection item 5. Write down a plan of action for how you will implementcoaching 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

Managersfocus on changing circumstances.

Coachesfocus on increasing conversion rates.

Reection

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

Managersprepare for the best.

Coachesprepare for the worst and hope for the best.

Reection

1. Write out a past failed experience that if you planned better would have created a dierent 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 cant nd 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 oers 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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leadership sales coaching: the workbook

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