Coaching

Open Discussion

• Your Expectations

• What Do You Know About Coaching

• What Is Coaching

• What Is The Importance Of Coaching

 Agenda
1. Coaching Golden Concepts
2. What are the differences between manager & Coach & Leader
3. Why Coaching
4. Continuous performance Improvement Process
5. Definition of coaching
6. Ways for coaching
7. Qualities of an effective coach
8. Benefits of coaching
9. Leader job descriptions
10.360 degree feed back
 Agenda
11. Types of coaching
12. Performance Evaluation
13. Channels of coaching
14. Giving Effective Feedback
15. Performance Appraisal Diff
16. Uses of Performance Appraisal
17. What Personal Competences We Should Evaluate
18. Learning Process
 Raising The Standards

Coaching & Performance Appraisal

Coaching Golden Concepts

No Body Is Perfect

Not All People Are The Same

You’ll Never Have A Perfect Team

 Why Coaching ???

“ Excellent Organization Don't Aim To

… Absolute Perfection
It Only Aims to Excellent Performance
By…
Constant Improvement And Change.”
What Are The Differences Between

Manager & Coach & Leader ??

Management

Coaching

Leadership
 Management Structure

• 1 - Planning

• 2 - Organizing

• 3 - Leading

• 4 - Controlling
 1 – Planning

• Objectives
• Tactics
• Resources
• Analysis
 2 - Organizing

• Resources reallocation

• Administration & documentation

• Filing , arrangement

• Optimum fashion to achieve the goals

 3 - Leading

• Setting Directions

• Influence

• By Example

• Achieve team goals

 4 - Controlling

• Monitor Performance ( plans – reports – sales )

• Monitor Finance

• Monitor Feed Back

• Monitor Implementation of strategy , system & tactics

Management

Coaching

Leadership
 Coaching
Is The Process By Which....

One Person ( Coach )

Helps Another Persons ( Team )
To Improve Their ( Performance )
Through Continuous ( Learning ) Process
To ( Achieve) Targets
 Coaching Process

• Discover Natural Abilities

• Develop Natural Abilities

• Teaching New Abilities ( Training )

• Check Response Of Coaching

 Role of Coach
• Concentrate more on people not tasks to .....

improve stability , loyalty , response to change &

create positive atmosphere

• Encourage people to become more skillful & learners to ...

improve performance to ... achieve target

• Concentrate less on power & control to ...

build positive working relationships

Management

Coaching

Leadership
 Who Is A Leader ?

• Is The One Who Has A Vision ...

• Has ... Ability , Skills & Experience ...

• To Lead A Group Of People ...

• To Realize That Vision

 Who Is A Leader ?

• Is The One Who Has Goals ...

• Has ... Ability , Skills & Experience ...

• To Lead A Group Of People ...

• To Achieve Those Goals

 Principles Of Leadership

• Vision • Follow up
• Optimism • Courage
• Ethics • Apply concepts
• Integrity • Communication
• Team Building • Accountability
• Preparation • Charging & Motivation
 Market Fixed Facts

MARKET IS ALWAYS MARKET IS ALWAYS

CHANGING GROWING
ROLE OF SALES PERSON

. . . To Drive Growth
If you always Do

What you have always Done

You will always Get

What you have always Got

 Leader Job Descriptions

1- Ethically Achieve Goals Through Marketing Strategies

( Achievement )

2- Develop Skills & Competences Of His Team

( Coaching )
 Axis Of Development
t
en
i tm
mm

e
tiv
Co

fec
Ef

Competence

Efficient
 Performance

Higher

For

Coaching
The Most Valuable Asset For Any Successful
Organization
Is
People Working With The Organization
 Hire according to Task

Analysis The Process Build Rapport

Continuous
Performance
Coaching - 2 Establish Objective
Improvement
Process

Evaluate Performance Coaching - 1

Check Acceptance
 Definition Of Coaching

“ Coaching Is Continuous Process Of Enabling An Individual

To Identify Internal And External Barriers To Their Progress,
And Replace Them With Effective Strategies That Create
Successful Outcomes.”

A Mutual Discussion Leading To Improved Performance And

Positive Relationships
 Benefits Of Coaching - 1
For Trainee

• Skill Development
• Career Development
• Result Achieving
• Improve Effectiveness
• Improve Productivity
• Self Actualization & Self Confidence
• Stimulates, Encourages, Motivates And Inspires
• Discover Special Talents & Skills
• Prepare Themselves For New Responsibilities
 Benefits Of Coaching - 2
For Coach

• Establish 2nd Line ( Help )

• Ready For Promotion
• Self Development
• Achievement Record
• Improve Relation With Team
• Improve Trust With Team
• Less Work Stress & Load
• Save Time & Effort
• Insure The Results
 Benefits Of Coaching - 3

For Organization

• Improve Retention & Loyalty

• Decrease Turnover
• Increase Productivity
• Company Development
• Company Expansion
• Attracts High-caliber Employees
 Qualities Of An Effective Coach
• Skills
• Honesty
• Attitude
• Experience
• Knowledge
• Impressive Personality
• Collaborative & Cooperative
• Coaches Should Have A Good Sense Of Humor.
Skills Needed For Effective Coach

Communication Skills
Diagnostic Skills
Learning Skills
Feed Back Giving
Building Rapport
Listening Skills
Motivation Skills
 Ways for coaching
• Double Visit
• OJT on job training
• FJT off job training
• Delegation
• Role play
 Tools for coaching

1. On Job Training ( OJT ) Formula

2. Performance Appraisal Sheet ( standard & Quick )

3. Show & Learn ( Demo. )

 Types Of Coaching

1 – Personal ( Individual ) Coaching

Specific Skills For Targeted People

2 – Corporate Coaching
Basic & Important Skills For All Company Employee
 Channels Of Coaching

1. E – Mails
2. On Job Training OJT
3. Class Room Training
4. Demonstration ( Set Examples )
5. Effective Delegation
Coaching is. . .
1. A means for learning and
development
2. Guiding someone toward her or
his goals.
3. The mutual sharing of
experiences and opinions to
create agreed-upon outcomes.
4. About inspiring and supporting
another person.
Coaching is Not. . .
1. An opportunity to correct
someone’s behaviors or actions
2. Directing someone toward her
or his goals.
3. Being the expert or supervisor
with all the answers (not the
“super technician”).
4. About trying to address
personal issues.
 Coach

C ommunicate regularly.
O rganize a plan for employee success.
A nalyze employee performance.
C ommit to the coaching process.
H elp employees overcome obstacles.
 Water Drop Theory

Let it go into crack in a rock & turned to ice ..

It will split the rock into parts

Let it go into big heater & turned to steam ..

It can drive the pistons of train engine

Don’t Under Estimate People’s Potentials

Performance Evaluation
 Continuous Growth
= Improvement
= Trend

Improvement / Month / Q / Sem / Year

 Performance
Evaluation

Value Products Areas Distributers IMS data

 Performance Appraisal Diff.

Performance appraisal . . .

is the process by which organizations evaluate . . .

employee job performance . . .

against job performance standards

 Uses of Performance Appraisals
• Performance Improvement.
• Compensation Adjustments.
• Placement decisions.
• Training and development needs (uncover blind spots).
• Career planning and development.
• Deficiencies in staffing process.
• Job design error.
• Avoidance of discrimination
 Evaluation Interviews

Is . . . . Performance Review Sessions That Give Employees

Feedback About Their Past Performance Or Future Potential

 Guidelines for Effective Performance
Evaluation Interviews
1. Emphasize positive aspects of employees performance
2. Tell each employee that the evaluation session is to improve
performance, not to discipline
3. Conduct the performance review session in private with minimum
interruptions
4. Do it formally at least quarterly and more frequently for new
employees or those who are performing poorly
 Guidelines for Effective Performance
Evaluation Interviews
5. Stay calm and do not angry with the person being evaluated
6. Identify specific actions the employee can take to improve
performance
7. Emphasize the evaluator’s willingness to assist the employee’s
efforts and to improve performance
8. End the evaluation session by stressing the positive aspects of the
performance and reviewing plans to improve performance
 360 Degree Feed Back

360-degree Feedback, Also Known As 'Multi-rater Feedback',

'Multisource Feedback', Or 'Multisource Assessment‘ Where
Feedback Comes

The Feedback Would Come From Subordinates, Peers, And

Managers In The Organizational Hierarchy, As Well As Self-
assessment, And In Some Cases External Sources Such As
Customers And Suppliers Or Other Interested Stakeholders
Old Concept Of Appraisal
 Giving Effective Feedback - 1
 Start with positives
 Be Specific and performance based
 Descriptive, not labeling
 Focuses on behavior
 Based on observations
 Begins with “I” statements
 Balances negative and positive comments
 Well-timed
 avoid hurting
 avoid exaggeration & generalization
 Giving Effective Feedback - 2
 Avoid criticism & blame
 Talk to the person directly
 Relate to the to common goals
 Provides for 2-way communication
 Be brief
 Based on trust, honesty, concern
 Private (esp if negative)
 follow-up
 CRITICISM
CRITICISM IS LIKE RAIN ..
SHOULD BE ..

GENTLE ENOUGH TO ..
NOURISH ONE’S GROWTH

WITHOUT DESTROYING ONE’S ROOTS

 Criticism Sandwich

( 1 ) To ( 2 ) Rule

For every ( 1 ) criticism you give . .

for person’s performance

you must give it between ( 2 ) Complements

 Perception Filter
When Judging Some One . . .
You Have To Get Rid Of ( 6 ) Important Elements :

1. Tendency Toward The Middle

2. Pre Judge Or Pre Formed
3. Halo Or Dazzling Effect
4. Mild Or Strong Effects
5. Contrast Effect
6. Bias
 ? ?

? ?
Your Final Comments & Recommendations

Are The Most Important Issues

In Performance Appraisal . .

&

People Development . .

&

Company Development
Be Hot On The Issue

Not

On The Person
 Chain Concept

Strength Of The Chain Is Measured By It’s Weakest Ring

 Talent

Personality Attitude

Knowledge Skills

Experience
What Personal Competences We

Should Evaluate ??
The Most Important ( 30 )Characters

In Successful Sales Person

Under standing Attitude Decision making Appearance Rhetoric

Administration Thoroughness Perseverance Enthusiasm loyalty

 Relation ship Persuasive Updated knowledge Planning Active listening

Self confidence Self dependent Self motivated Initiative Flexibility

Result oriented Fitness Punctuality Good observer Good thinking

Stability Market knowledge Communication Team working Active

People Don’t Care
Unless They Share
 Learning Process

Knowing Doing

Complex Difficult

Simple Easy
 Learning
Unconscious incompetent
U don’t know that u don’t know

Conscious incompetent
U know that u don’t know

Conscious competent
U know that u know

Unconscious competent
U do it without thinking
 Performance

Higher

For

Coaching
.