TRAIN THE TRAINER

Problem

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.

Solution

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:

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This guide is divided into four sections:

Section 1:

Identify the skills your employees need to develop

Section 2:

Use your greatest strengths to coach your employees

Section 3:

Create a coaching plan

Section 4:

Create individual development plans (IDPs

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"Noah provides training, coaching and mentoring support in an environment that encourages not only Employee engagement, but also active participation. Noah adheres to the SBI principles as a coach, incorporating good listening skills with perception when identifying the critical strengths and weaknesses of an individual, upon which a Development Action Plan is then constructed."

Charles Hill - Business to Business Appointment / Lead Generator at Forrest Marketing Group (fmg)