A successful and established coaching culture is integral to employee development, employee engagement and positive business results. Therefore, developing managers who provide their employees with differentiated coaching experiences are critical to your company’s success. In this session, you will learn how to effectively build and maintain a strong coaching culture, as well as how to measure your coaching program’s success. 

1. The “What” and “How” of
Coaching
Ronda Bowman
ronda.bowman@hpe.com

2. Global Learning and Effectiveness Leader, Personal Brand Strategist,
Sales and Executive Coach
Experienced Global Learning and Sales Effectiveness Leader with
a demonstrated history of working in the telecommunications,
information technology and financial services industries. Strong
sales professional skilled in Business Process, Coaching, Sales,
Customer Relationship Management, and Executive Coaching.
What drives me forward everyday is the ability to ignite a spark in
my colleagues through inspiration, innovation, and motivation.
Seeing them accomplish their business and development
objectives, and achieve courageous and aspirational goals. As a
coach and leader, I help them uncover "what is possible", as we
remove roadblocks and focus on what lies ahead. As a Personal
Brand coach, I work with them to identify their current brand,
and move towards becoming their desired "go to" brand to
accelerate their success.

3. Your Turn
Where are you in your company coaching journey?
3

4. The “What” and “How” of Coaching
Behavior Change requires running the marathon, not just a sprint
A look at:
Why Coaching
Research
Structure
The What: A Coaching Framework
The How: Coaching Roundtables
Measuring Success
Preparation Checklist
4

5. Preparation Checklist

6. Checklist
Plan
Needs Analysis
Clear Coaching Purpose/Goal
Define Success
Behavioral
Business Impact
Return on Expectations (or Investment)
Identify Roadblocks
Establish Governance Process
Gain Manager Buy-in
Leadership and Manager
Communications to Teams
6

7. Why Coaching
Behavioral Objectives
Assess strengths and weaknesses of various business opportunities
Make strategic customer-focused decisions
Make compelling financial business cases for investing the organization’s resources
Build key stakeholder support for sales approach
Use personal leadership skills to build cross-organizational support and commitment
Balance both short- and long-term demands of a business
Remove roadblocks
Quantitative Objectives
Build a sales coaching culture
Improve sales team performance
7
Needs Analysis: Increase Positive Revenue Growth

8. Why Coaching?
Where does the wisdom come from?
Managing Change
Winning hearts and minds
Empowering employees
COACHCOACHEE
Coaching Wisdom
Mentoring Wisdom

9. Research says:
Gartner Research (CEB)
Has an average of 9 direct reports
Spends 35% of day in meetings
Reads and responds to more than 120 emails a day
Spends 10% of time “coaching”
9

10. Structure

11. Establishing a Coaching Culture
Program Structure and Principles
Activities
Plan recurring coaching engagements
with team members
Target individual needs
Increase customer “ride-a-longs”
Leverage “best practices”
Real Time Coaching
Ensure a disciplined approach to
performance management
Capabilities/Structure
Sales manager assessment process
Formal standardized coaching
framework: The “What” of coaching
Rhythm/value of Sales Coaching 1:1’s
Quarterly interactive skill-building
coaching workshops: Topics paired
with coaching techniques (the “How”)
Examples:
Powerful questions
Value Proposition
Account CFO Mastery (2014 ATD
Excellence in Practice Citation Winner)
skills
Sales plays
A clear manager development path
Governance
Change Management Governance Process
Clear set of metrics
Leaders monitor and inspect
Baseline Coaching Survey
Managers collaborate with team members
using a reportable Coaching Framework
Managers and team members hold one-on-
one bimonthly/monthly coaching sessions
Leaders/managers hold one-on-one
monthly coaching sessions
One-on-one Executive Coaching for
Managers (voluntary)
Leaders updates to Executive Leadership
Teams, and Global Leadership Councils
11

12. Your Turn
What are a few of your key structures you need to put in place for success?
12

13. The What of Coaching

14. Useful Resources
Gartner (Formerly CEB/Sales Executive Board)
• Coaching articles
• Coaching studies
International Coaching Federation (ICF)
• Coaching studies
Books
• Cracking the Sales Manager Code by Jason Jordan with Michelle Vazzana
• The Coaching Habit Say Less, Ask More & Change the Way You Lead Forever by Michael Bungay
Stanier
14

15. Sales Leader/Coaching Development Path
Sales Manager
Benchmark Sales
Coaching Survey
Sales Manager
Success Profiles
Developed and
Sales Manager
Skills Assessed
Sales Coaching
Framework: The
“What” of
Coaching /
Regularly
Scheduled 1:1
Coaching Sessions
Quarterly Sales
Manager
Coaching
Roundtables:
The “How” of
Coaching
Sales Coaching
Frameworks
Reviewed and
Best Practice
Sharing
Sales Coaching
Survey Repeated
/ Behavioral and
Business Impact
Survey
Completed
Coaching
Framework and
Roundtables
rolled out to
Non-Sales
Managers
Set up Initial
Benchmarking Metrics
Enhancing
Sales Skills
2015 - 2017
2014
Review, Reinforce,
and Refresh
Expand
Coach the Coach 1:1
The “What” The “How” Measure and Expand

16. A Sales Coaching Framework Template
Components:
• Business Goals
• Individual Targets
• Objectives
• Activities
• Priorities for discussion
What it is:
• An opportunity for development
What it is not:
• A performance review

17. Your Turn
Draft a Coaching Framework
17

18. The How of Coaching

19. Sales Leader/Coaching Development Path
Sales Manager
Benchmark Sales
Coaching Survey
Sales Manager
Success Profiles
Developed and
Sales Manager
Skills Assessed
Sales Coaching
Framework: The
“What” of
Coaching /
Regularly
Scheduled 1:1
Coaching Sessions
Quarterly Sales
Manager
Coaching
Roundtables:
The “How” of
Coaching
Sales Coaching
Frameworks
Reviewed and
Best Practice
Sharing
Sales Coaching
Survey Repeated
/ Behavioral and
Business Impact
Survey
Completed
Coaching
Framework and
Roundtables
rolled out to
Non-Sales
Managers
Set up Initial
Benchmarking Metrics
Enhancing
Sales Skills
2015 - 2017
2014
Review, Reinforce,
and Refresh
Expand
Coach the Coach 1:1
The “What” The “How” Measure and Expand

20. The “How” of Coaching Manager Coaching Roundtables
Roundtable Topics
Virtual and Face to Face Coaching Roundtables
(introducing coaching exercises and methods)
Topics:
• Value Proposition
• Territory Management
• Opportunity Planning
• Customer Service
• Business Decision Making
• Performance Mgt/Career Development
Coaching Tools/Techniques
• Powerful Questions
• Saboteurs
• Perspectives
• Team Coaching: Black Hat
• Team Coaching: Green Hat
• Yellow Hat Coaching
• Mind-Set Tool
• Personal Brand
Resources
– Coaching Questions A Coaches Guide to Powerful Asking Skills by Tony Stolzfus
– Positive Intellegence: ow You Self Sabotage https://www.positiveintelligence.com/assessments/
– Six Thinking Hats by Edward De Bono
– Mindset by Carol Dweck
– Personal Brand Materials: https://williamarruda.com/resources/

21. Your Turn
What are some of your ideas for Coaching Round Table Workshop Topics and Coaching Techniques?
21

22. Measure and Expand

23. Sales Leader/Coaching Development Path
Sales Manager
Benchmark Sales
Coaching Survey
Sales Manager
Success Profiles
Developed and
Sales Manager
Skills Assessed
Sales Coaching
Framework: The
“What” of
Coaching /
Regularly
Scheduled 1:1
Coaching Sessions
Quarterly Sales
Manager
Coaching
Roundtables:
The “How” of
Coaching
Sales Coaching
Frameworks
Reviewed and
Best Practice
Sharing
Sales Coaching
Survey Repeated
/ Behavioral and
Business Impact
Survey
Completed
Coaching
Framework and
Roundtables
rolled out to
Non-Sales
Managers
Set up Initial
Benchmarking Metrics
Enhancing
Sales Skills
2015 - 2017
2014
Review, Reinforce,
and Refresh
Expand
Coach the Coach 1:1
The “What” The “How” Measure and Expand

24. Change Management
24
Frameworks Roundtables
1:1 Sales
Manager/Leader
Coaching
1:1 Sales Rep
Coaching
Disciplined
Performance
Management
Approach
Frameworks
Reviewed for Best
Practices
Joint Customer
Visits and Real
Time Coaching
Coaching
Component Built
into Enablement
Initiatives
Global Leadership
Team
Accountability
Measures
Behavior Change
Business Impact

25. Coaching Results
25
Sales Representatives Rating Sales Leaders
2017 2016 2015 2014
Benchmark
Time Spent Coaching 4.43 4.87 4.28 3.72
Colleagues Ideal # Coaching
Hours
5.3 5.96 4.86 4.95
Coaching Effectiveness 6.01 5.8 5.95 5.86
Managers Feedback
Scale of
1-5
My sales reps can now better understand what issues are important to the
customers they serve
4.5
My sales reps are able to now able to obtain and interpret account information and
identify areas where our solutions will offer the strongest impact
4.1
My sales reps can now translate corporate financial data into business insight that
identifies sales opportunities
3.9
My sales reps are now able to use financial trends and relationships to improve
business insight and spot sales opportunities.
4.0
My sales reps now realizes that companies vary in structure and the ability to adapt
proposals to the interests of various executive audiences.
4.3
My sales reps are now able to engage in an informative executive dialogue to
demonstrate credibility, obtain information and gain sponsorship.
4.4
My sales reps better appreciates a company’s business condition, its impact on the
sales cycle and how to prioritize opportunities accordingly.
4.0
My sales reps are now able to develop Return on Investment scenarios and present
value propositions with measurable financial benefits.
3.7
My sales reps have more confidence to present executive proposals that credibly
demonstrate an understanding of your customer’s business.
4.3
Sales Leaders Rating Sales Reps Improvement
Business Impact
• According to sales manager survey respondents, the coaching principles
have helped generate at least $xx.x million in sales
• Between FY14 and FY15, we registered a statistically significant increase
in Customer Loyalty Index, up 3 points, surpassing the FY15 target CLI
score
• ROI: With Benefit and Cost defined, ROI was calculated as follows:
1) Total Value of Improvement – Total Program Costs
Total Program Costs
2) x 100
3) ROI = 2,503%

26. Sales Manager Feedback
Provide an example where coaching has enabled a team member to win a deal
“Deal with “xxxx” group, about $xxM relationship, we had started preparing for about 30 days, which includes financials analysis, competition
advantage, our value proposition. It was large deal, we had very limited scope to present our value proposition, therefore our objective was to be
well prepared as well as take all possible approval/answer from all internal stake holder and that advance working/coaching helped us to win the
deal.”
“We won a cloud deal recently with a leading service provider in China, “xxxx”. Sales was stuck with customer over customer's concern on rates and
equipment return. We then analyzed the customer situation, using the BHGH techniques, and proposed a solution with EOL equipment pickup
service. Customer bought the solution, and we funded the 1st deal of $x.xM in July.”
“xxxx” deal in Poland $x.xM deal we needed to find a way to finance the total project and find ways to keep the competition out. Using BH we
were able to come up with a solution that none of the competition could offer.”
“In Brazil, we are going through a period of rising interest rates. I had a FAM who was negotiating a important deal for a customer named “xxxx”. It
was a deal of around $xM and the challenge was how to keep the pricing offer valid knowing the rising COF trend. So, we entered into this BH
thinking process and we tried to imagine all "barriers" in front of us. We did a micro management into the entire end to end process and we get the
deal booked on time. It was stressful but rewarding at the end”
BHGH: Black Hat/Green Hat
26

27. • 233/86% of sales responded
• Sales receive an avg. of 3.7 hrs./month in coaching
• CEB research – ideal range is 3 – 5 hrs./month
• Coaching Culture, Quality, Challenger Skill and Sales Process are at or
above CEB benchmarks
• Managers scored 5.87 out of 7 on effectiveness
• Improvement area – shift coaching time towards skills vs. deals
Survey 2016: The Dip
5.87
4.00
5.00
6.00
7.00
My manager is an effective coach
Strongly
Agree
Neither Agree,
nor Disagree
5.64 5.88 5.67 5.81
4.00
5.00
6.00
7.00
Coaching Culture Coaching Session
Quality
Coaching to
Challenger Rep™
Skills
Coaching to Sales
Process Steps
Very
Effective
Neither
Effective, nor
Ineffective
56% 44%
0%
20%
40%
60%
80%
100%
"Deal Level" Coaching -- coaching that
progresses a specific deal or sales
process stage
"Strategic, Skills-Focused" Coaching --
coaching that improves a broader
toolbox of selling skills
For 2017 Focus on Increasing Strategic Coaching

28. Sustainability
Coaching leads to Higher Adoption
INSIGHT:
Sales Reps that received Above
Average Coaching effectively apply
CxO Mastery behaviors at higher rates
than Sales Reps who receive below
average coaching
Provides input
on RESEARCH
Provides input
on RESEARCH
REVIEWS
Access
Message
REVIEWS
Access
Message
Validates
Engagement
Strategy
Validates
Engagement
Strategy
DEBRIEFS
Important
Meetings
DEBRIEFS
Important
Meetings
Provides
Positive
Reinforcement
Provides
Positive
Reinforcement
18.3%
INCREASE IN BEHAVIOR
ADOPTION
Above Avg. Coaching

29. Your Turn
How might you measure success?
29

30. Lessons Learned

31. Keep Your Foot on the Pedal
Lessons Learned
Change Management is a constant
• MoC required to drive behavior change
• Coaching is a key component
Define the need, desired outcome, and metrics
Establish the “What”
Upskill on the “How”
Critical success factors:
• Executive buy in, metrics, and accountability
• Adoption expectations set and accountability measures in place
• Coach and inspect to improve using quality data

32. Preparation Checklist

33. Checklist and Management of Change
Plan
❑Needs Analysis
❑ Clear Coaching Purpose/Goal
❑Define Success
❑ Behavioral
❑ Business Impact
❑ Return on Expectations/Investment
❑Identify Roadblocks
❑Establish Governance Process
❑Gain Manager Buy-in
❑Leadership and Manager
Communications to Teams
Do
❑Manager Coaching Success Profile
❑Baseline Coaching Assessment
❑Establish a Coaching Framework,
“The What”
❑Create Governance Tools
❑Create/Curate Skills Learning
Solutions “The How”
❑Integrate Coaching Components in
Key Initiatives
Measure
❑Track Coaching Frameworks
❑“Ride Along Coaching” Observation
❑Benchmark Survey
❑Repeat Survey Yearly
❑Business Impact Studies on
programs with Coaching Components
❑Share Lessons Learned and Make
Appropriate Adjustments
33

34. Thank you
Coaching Framwork Handout