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Session 1 Coaching Through Change

14 de Mar de 2011
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Session 1 Coaching Through Change

  1. HP Sales Management Speaker Series: Coaching Sales for Better Performance Session 1: Coaching Through Change 22 February 2011 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. HP Restricted. For HP and Channel Partner use only.
  2. ENHANCE WEBINAR PERFORMANCE Before you logon to the classroom Shutdown Office Communicator disconnect the VPN or Instant Messengers 2 HP Restricted
  3. ASKING ONLINE QUESTIONS AND DOWNLOADING FILES Enter questions here To download files Select file then choose the icon 3 HP Restricted
  4. PARTICIPANT TOOLS Send feedback to presenters Raise and lower hand Best Practices and FAQ’s Maximize Presentation 4 HP Restricted
  5. HP SALES MANAGEMENT SPEAKER SERIES: COACHING SALES FOR BETTER PERFORMANCE Session 1: Coaching Through Change Mercuri International and Performance Methods, Inc. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. HP Restricted
  6. SPEAKERS 6 HP Restricted
  7. COACHING SALES FOR BETTER PERFORMANCE 7 HP Restricted
  8. CHANGE IS CONSTANT 8 HP Restricted
  9. WHAT IS REQUIRED TO ADAPT TO A RAPIDLY CHANGING BUSINESS ENVIRONMENT? 9 HP Restricted
  10. ROLE OF THE SALES MANAGER 10 HP Restricted
  11. POLL Over the past 24 months, which of the following changes have you most often seen at your customers? A. Organizational Restructuring B. Key Contacts Leaving the Business C. New Strategic Initiatives to Lower Cost D. New Strategic Initiatives to Drive Growth 11 HP Restricted
  12. POLL RESULTS 12 HP Restricted
  13. POLL Over the next year, which of the following changes to you expect to see most often at your customers? A. Organizational Restructuring B. Key Contacts Leaving the Business C. New Strategic Initiatives to Lower Cost D. New Strategic Initiatives to Drive Growth 13 HP Restricted
  14. POLL RESULTS 14 HP Restricted
  15. Now Hearing From: Des Lee Founding Director of The Executive Change Group and Former CIO of Lloyd’s of London, Kingfisher Group, Unilever, and Nestle Rowntree 15 HP Restricted
  16. CHANGE FRAME New Roles Bu s er sin iv Team Change View Dr es s s es In sin iti at Bu iv es My Change View My Change Reaction s ic am n Dy M ar n io ke Team Change Reaction at tD z ni yn a am rg O ic s New Leadership 16 HP Restricted
  17. COACHING THROUGH CHANGE Coaching Style S.T.A.R. Coaching Plan Change Velocity 17 HP Restricted
  18. CHANGE VELOCITY Status Quo Pragmatic Initiator Reactive Proactive Committing Exploring Resisting Denying Change Velocity = Change View X Change Reaction X Change Motivation 18 HP Restricted
  19. CHANGE VIEW Status Quo Pragmatic Initiator •Accept the way it is •Explore the existing •Prefer faster & more situation in an open & radical approach to •Prefer current objective manner change circumstances over the unknown •Advocate change that •Prefer significant and aligns with current expansive change •Prefer incremental circumstances change •Challenge existing •Interest in what will structure •Best at gradual & work in a given continuous improvement circumstance Source: Adapted from Change Style Concepts 19 HP Restricted
  20. CHANGE REACTION Phase 1 Phase 2 Phase 3 Phase 4 Denying Resisting Exploring Committing • Refusal to believe the • Dig in to preserve familiar • Look for ways to meet the • Emergence of new ways of change is needed ways challenge thinking & behaving • Ignoring information that • Show anger, negative or • Shift from holding on to the • Decide change approach & shows a demand for pessimistic thoughts past to looking forward to how to implement change the future • Express frustration, anxiety • Other signs: • Greatest obstacle to and fear • Inquire about change & organizational change strategies for change • Acceptance of the • Other signs: change • Other signs: • Other Signs: • Withdrawn • On-going effort to • Minimize implications • Open to sharing learn & adapt • Self-absorbed • Exaggerate • Listen to ideas • Focus on moving implications • Inaction regarding the change forward Source: Adaptability Responding to Change 20 HP Restricted
  21. MOTIVATING CHANGE Poor Average Good Performer Performer Performer Three areas to agree: • That the individual believes they can do better… • That the coach can help… • That life will be better or easier if they improve… 21 HP Restricted
  22. Now Hearing From: Pierre Hoffer Presales Manager Enterprise Servers and Storage HP France 22 HP Restricted
  23. COACHING FOR RESULTS: “LET YOU FLY & GUIDE YOU ALONG THE PATH” Coaching Style Coaching Style • Provide guidance • Review flight plans • Periodic reviews • Periodically re-calibrate Flying • Regular check points • Periodically follow-up • “Fix the plane” • “Share flight experiences” Coaching Results “Mechanic” “Navigator” Coaching Results • Less time consuming • Less time consuming • Greater team growth • Team continuously grows • Greater team ownership (Proven Results & (Proven Results & • Team ownership Team Take Off • “Team taking off” • “Team is flying” Limited Experience) Strong Experience) Coaching Style Coaching Style • Directing actions “Pilot” “Co-Pilot” • Help prepare • Frequent reviews • Regular reviews • Follow-up on actions Regular follow-up Grounded • • “Fly the plane” (Unproven Results & (Unproven Results & • “Co-Pilot for the plane” Coaching Results Coaching Results Limited Experience) Strong Experience) • Time consuming • Time consuming • Limited team growth • Team growth starting • Limited team ownership Directing Coaching Enabling • Co-ownership with team • “Team grounded” • “Team taxiing for takeoff” 23 HP Restricted
  24. Now Hearing From: Tom Lamkin Central Region Sales Director HP Financial Services HP US 24 HP Restricted
  25. S.T.A.R. COACH PLAN • Observe performance against identified goals 1. Observe • Identify specific behavior and supporting examples See it = Behavior • Identify strengths and areas to change • Determine appropriate coaching style for the individual • Ask, don’t tell…start with the individual’s observations 2. Discuss • First discuss what went well and then areas for improvement Talk about it = Observations • Share your observations • Gain agreement on areas requiring improvement • Motivate the individual to change 3. Plan • Agree on priorities and specific goals Agree to it = Actions • Identify next steps – SMART objectives • Establish metrics for results, activities and skills and knowledge • Monitor progress and observe behavior 4. Create Reinforce it = Accountability • Follow through and follow up • Provide ongoing feedback 25 HP Restricted
  26. COACHING THROUGH CHANGE 26 HP Restricted
  27. PLEASE COMPLETE OUR SURVEY Click the link below to complete the webinar survey: http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/ 27 HP Restricted
  28. QUESTIONS AND ANSWERS Enter questions here Click the link below to complete the survey: http://www.zoomerang.com/Survey/WEB22BX6FGD5F3/
  29. COACHING SALES FOR BETTER PERFORMANCE Register for the replay Click to register Click to register Click to register Click to register 29 HP Restricted
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