Managers usually coach their employees in response to an urgent need: a project is off track, an employee doesn’t understand a critical process or product, an employee is using a system or tool for the first time, etc. While these efforts address critically important short-term needs, they do not necessarily develop a particular skill, nor do they ensure that the employee will retain the lessons learned.
Moreover, the reactive nature of coaching means that managers often have to teach skills that may not be their own strengths. Managers, like those they manage, also have strengths and development areas.
So it is hardly surprising that while most managers spend time developing those employees, employees view their efforts as “okay” at best.
As a manager you wear many hats; supervisor, coach, trainer and even a mentor. Cohen's training enables sales managers (and business owners who must assume a sales management role) to establish a coaching plan built on productive behavior, cooperation, collaboration and accountability. By developing a structured coaching plan you can:
- Develop skills to help eliminate some of the time you spend “putting out fires”.
- Ensure you are coaching based on your strengths, which can immediately improve your coaching effectiveness; and
- Demonstrate your commitment to your employee’s professional success in the short and long term.
This guide is divided into four sections:
Identify the skills your employees need to develop
Use your greatest strengths to coach your employees
Create a coaching plan
Create individual development plans (IDPs