1. Coaching for better performanceCoaching for better performance
Field TrainingField Training

2. Management Major FunctionsManagement Major Functions
Planning
Setting goals and deciding
how best to achieve them
Organizing
Allocating and arranging
resources
Controlling
Regulating activities to
reach goals
Leading
Influencing others to work
towards a goal

3. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1st. Line Middle Top
Planning
Organizing
Leading
Controlling
Management Major FunctionsManagement Major Functions

4. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1st. Line Middle
anagement
Top
Management
Conceptual
Human
Technical
Key Management SkillsKey Management Skills

5. Leadership AttitudesLeadership Attitudes
High tech. low confidence
Supporting
Old demotivated
Coaching
Highly tech. self confident
Delegating
New employee
Directing
Task Orientation
PeopleOrientation

6. Coaching isCoaching is
*Style of communication between coach &Style of communication between coach &
coacheecoachee
*Maintain & enhance the good performance*Maintain & enhance the good performance
*Improve the performance in the diseased*Improve the performance in the diseased
areasareas
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7. The Manager as a CoachThe Manager as a Coach
 If you treat people as monkeys, they will
behave like monkeys
 Self motivation is the only truly effective
motivation which is the coach role
 Your performance is only measured by
your employees performance
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8. The field coachingThe field coaching
Coaching
 Continuous process
 Constructive
 Developmental
 Observing
 Learning
 Support
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Else
 Occasional process
 Destructive
 Appraising
 Joint call
 Teaching
 Criticism
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9. The field coachingThe field coaching
Benefits
 Company -- Ensure implementing messages &
policies
 Sales Rep. -- Communication with the manager
 Coach -- Opportunities to develop & evaluate
 Customer -- Company image & support
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10. The coach abilities for better performanceThe coach abilities for better performance
 Building relationship
 Believing that people can and want to learn
 Providing information and ideas
 Context shifting
 Confrontation
 Encouragement
 Responsibility
 Effectiveness in questioning
 Listening
 Observing body language
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11. The shared responsibilityThe shared responsibility
 Manager control
 Sales Rep. control
 Both responsible
(Coaching)
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12. Areas for coachingAreas for coaching
 Knowledge
 Selling Skills
 Territory Management
 Sales and Activity
 Attitude
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13. Areas for coachingAreas for coaching
Knowledge
 Geographical
 Customer
 Product
 Competition
 Company
 Supplier
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14. Areas for coachingAreas for coaching
Territory Management
 Planning
 Customer Priorities
 Routing
 Time management
 Recording & Reporting
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15. Areas for coachingAreas for coaching
Selling Skills
 Pre-Call Preparation
 Create Empathy
 The Sales Interview
 Post Call Analysis
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16. Areas for coachingAreas for coaching
Sales and Activity
 Distributors-Sales points
 Sales achievement
 Returns
 Collection
 Activity goal
 Conversion goal
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17. Areas for coachingAreas for coaching
Attitude
 Knowledge
 Selling Skills
 Territory Management
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18. Learning Re-callLearning Re-call
Re-call Told Told &
shown
Told,
shown and
experience
After 3
weeks
70% 72% 85%
After 3
months
10% 32% 65%

19. You tell
You do
He tells
You do
He tells
He does
Step by step field trainingStep by step field training

20. Coach as a field trainerCoach as a field trainer
 Wheel of motivation

21. CoachingCoaching
 The New representative
Importance of the first days
Many successive days
Maximum benefits for company, S.R.
and you
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22. CoachingCoaching
 The New representative
 Good working habits
 Company image
 A positive attitude
 Self confidence
 Selling skills
 Interpersonal relationships
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23. CoachingCoaching
The Experienced Representative
 Nothing new
 I would not do it well
 What I did it before worked
 Money is the only motivator
 I will gain nuts
 I have my personal style
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24. CoachingCoaching
 The Experienced Representative
 Exact understanding of experience
 Actual against his assumption
 MILK RUN the greatest enemy
 Keep them stretched in the job
 Training by short term activity objectives
 Importance of training needs diagnosis and
convincing S.R. are equal
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25. Exp.S.R.
Established products
New S.R. & Established Products
OR
Exp. S.R. & New products
New S.R.
New Products
Time allocation for coachingTime allocation for coaching

26. The Coaching DayThe Coaching Day
 Role of the Coach
 Cultivate good work habits
 Observe, train and develop selling skills
 Motivate
 Generate enthusiasm for the massage
 Assist with territory management
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27. The Coaching DayThe Coaching Day
 Role of the Coach
 Provide guidance towards objectives
 Develop positive attitude
 Provide counseling
 Reinforce the company philosophy
 Support the representative
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28. The Coaching DayThe Coaching Day
 Dynamics of the day
Review of the benefits of the day
Set specific objectives
Set the appointment enough time before
Confirm expectations in writing
Meet the rep. Sometime before first call &
leave late
Accompany the rep. In each call
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29. The Coaching DayThe Coaching Day
 Dynamics of the day
Stick to his normal work plan
Keep time for discussions bet. calls
Keep observer diary
Review the achievement at the end of the day
Set the next coaching visit objectives
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30. The Coaching DayThe Coaching Day
 Post-day analysis
 Praise even in the most disastrous day
 The real test of management is how to
express criticism
 Avoid little things
 Discuss your analysis and confirm in writing
Fill out the coaching report together
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31. The Coaching CallThe Coaching Call
 What you SHOULD do
 Insure to be introduced correctly
 Help to put the customer at ease
 Be seen to be concerned observer
 Listen attentively
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32. The Coaching CallThe Coaching Call
 What you SHOULD NOT do
 Contradict the representative
 Openly criticize the representative
 Appear as an echo to the representative
 Interrupt the doctor or representative
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33. The Coaching CallThe Coaching Call
 Pre-call guidelines
This should be done before each call
1. Review the information (Sales-Report)
2. What are the objectives for the call
3. Pre-call planning
4. Rehearse
5. What are your objectives
6. What will be your role
7. Put him at ease
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34. The Coaching CallThe Coaching Call
 Call Guidelines
Don’t be used as active in selling
Intervene only in case of serious error
Observe the customer reactions
Observe the skills of the representative
Observe the use of product knowledge
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35. The Coaching CallThe Coaching Call
 Call Guidelines
Note the deviation from the pre-call plan
Observe strengths
Observe areas for development
Thank the customer at the end
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36. The Coaching CallThe Coaching Call
 Post call Guidelines
 Immediately after each call
 Be specific by discussing the pre-set objectives
 Support strengths observed
 Ask the representative to evaluate himself
 Tell the representative areas for improvement
 Demonstrate improvement
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37. The Coaching CallThe Coaching Call
 Post call Guidelines
 Rehearse
 Support and encourage
 Fill in the customer card
 Set the objective of the second accompanied
day
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38. The benefits of coachingThe benefits of coaching
 Improve performance
 Improve productivity
 Team development
 Improve relation
 Improve quality of life in work place
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39. The benefits of coachingThe benefits of coaching
 Save time for the manager
 Better use of employees skills & resources
 Maximize ability & adaptability to change
 One of the beneficial tools to achieve company
goals
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40. MERLMERL
YOUR RELIABLE PARTNERYOUR RELIABLE PARTNER
 Learning is an
endless process
 Successful coach
makes coaching as
a second nature
 THE BEST OF
luck