Taking Sales from Competent to Effective! Taking Sales from Competent to Effective! Workshop A: Case Study – Implementing a Certified Sales Coach Program
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Taking Sales from Competent to Effective!Taking Sales from Competent to Effective!
Workshop A: Case Study – Implementing a Certified Sales Coach Program
Strategic Drivers for Implementing a Certified Sales Coach Program @ Schlumberger
University Perspective—Columbia University Approach to Executive and Organizational Coaching
Schlumberger’s Approach: Phase I, Phase II & Beyond
Discussion
Sales Force Productivity Conference - October 24, 2012
Today’s TopicsToday’s Topics
Survey Says: 78% Managers Coach | 78% Mangers Not Being Coached– What is coaching anyway?
Learning: Competency Training Working Well! | Effectiveness in the Field Not so Much– The ability to use predictive skills to move people forward
Motivator: Sales Leaders want to Coach | Leave a Legacy– Community doing coaching but with no guidance or framework
Dynamics: Churn Rates and Lack of Recruitment Outpacing Needs– 2.5 year tenure Account managers, 3 year sales managers. Had to increase effectiveness fast. Can-
not replace through recruitment.
Conclusion: Find a Program that Fits Preferred Leadership Style – “Leader as Coach”– Decided on Academia angle (our comfort zone) Columbia program selected.
Sales Force Productivity Conference - October 24, 2012
Context: Strategic DriversContext: Strategic Drivers
University Perspective—Grounded in ResearchUniversity Perspective—Grounded in Research
To raise performanceTo develop high potentialsTo adapt to changes in the external environment
Individual OutcomesIndividual Outcomes
Reaching Individual Goals Producing Desired ResultsMaximizing Performance Increased Personal Fulfillment Finding Meaning in WorkWork-life Balance Becoming More Competent Employee Satisfaction
Collective OutcomesCollective Outcomes Goal and Role Clarity Delivering Business Results Productive Conversations Improved Strategic Thinking Facilitating Change Retaining High Potentials Enhancing Innovation Customer Loyalty Leadership Effectiveness
Sales Force Productivity Conference - October 24, 2012
Context—Why Coaching? Why Now?Context—Why Coaching? Why Now?
Moving valuable people from where they are to where they want to be!
Sales Force Productivity Conference - October 24, 2012
Content—Role of a Coach…Content—Role of a Coach…
Executive and Organizational coaching is aExecutive and Organizational coaching is a…… Process (motivational process) Partnership (designed alliance-coach, client, & sponsors) Balance (individual and organizational needs) Way of Working (characterized by engagement & discovery) New Face of Leadership (21st century competence)
Source: Maltbia & Power (2005), Diversity’s Impact on the Executive Coaching Process
Sales Force Productivity Conference - October 24, 2012
Meaning of Coaching—Conceptual ClarityMeaning of Coaching—Conceptual Clarity
8
Adult learning
Adult development Management education
Psychotherapy/counseling psychology
Organizational Behavior/Behavioral Sciences
Sports psychology
Executive coaching
Life coaching
Performance coaching
Team coaching
Organizational coaching
Transformational coaching
Spiritual coachingEvidence-based coaching
Financial coaching
Health and wellness coaching
Peer coachingOntological coaching
Group coaching
Managerial coaching
Sales coaching
Source: Adapted from concepts in I. F. Stein’s (2003, 2005), Introduction: Beginning a promising conversation (pp. viii-xii);
Career coaching
Integral coaching
Neurosciences
Roots of Coaching—Multiple DisciplinesRoots of Coaching—Multiple Disciplines
CCCP
CoachingProcess
CoachingCompetencies
GuidingPrinciples
Our Compass
Our Vehicle
Our Map
The JourneyThe Journey……
Sales Force Productivity Conference - October 24, 2012
Coaching FoundationsCoaching Foundations
Coaching Effectiveness
Adhere to High Standardsof Ethical Conduct
Focus on the Client’s
Agenda
BuildCommitment
ThroughInvolvement
Earn the Right to Advance at Each Stage of theCoaching Process
Sales Force Productivity Conference - October 24, 2012
Guiding Principles Guiding Principles
Relating
CoachingPresence
LeveragingDiversity
Questioning
Listening
TestingAssumptions
Reframing
Contributing
BusinessAcumen
Co-creating the Relationship
Meaning Making with Others
Helping OthersSucceed
Competencies
Sales Force Productivity Conference - October 24, 2012
Core CompetenciesCore Competencies
Theoretical / Empirical Basis… Science of Human Performance Action Research
Structure Phases Components Coaching Tasks
Learning & Results-focused Focus: Learning for Perspective Alignment: Learning for Knowledge Performance: Learning from Experience
Process
Sales Force Productivity Conference - October 24, 2012
Coaching ProcessCoaching Process
Visionary – moves people toward shared dreams/goals Coaching – connects what an individual person wants with the
organization’s goals Affiliative – creates harmony by connecting people to each others,
master networker Participative – values the impact of others and fosters commitment Pacesetting – meets challenging and exciting goals Directive – soothes fears by providing clear direction in an
emergency or other high pressure situations Source: Goleman, Boyatzis& McKee (2002). Primal Leadership: Realizing the Power of Emotional Intelligence, pp. 53-80.
Coaching—1 of 6 Leadership StylesCoaching—1 of 6 Leadership Styles
Getting There from HereGetting There from Here……
Case Study: Implementing a Certified Sales Coach Program (continued)
Case Study: Implementing a Certified Sales Coach Program (continued)
15
Success FactorsSuccess Factors……
Content—2013 and BeyondContent—2013 and Beyond
Question: Are we ready for coaching?– Overcome the stigma
Strategy: Keep it small and focused– 3 coaches working with 6-10 people each
Core Approach: Clear contract for the engagement– 1 Hour session | 1 time per month
Emphasis of Work: Behavioral Change– Challenge the directive style of management
Progress Indicators: Be realistic about the results and outcomes– Retention, enhanced career development, better client engagements
Conclusion: Result of pilot…– Deploy a coaching program focused on top 100 sales leaders. Trickle down effect
Sales Force Productivity Conference - October 24, 2012
Conduct—Phase I | PilotConduct—Phase I | Pilot
Population: Selected 150 Sales Leaders– Not necessarily sales management
Goal: Crunch through the Program in 12 Months – “Critical Mass” with New Capability– 14 classes in all locations. Personally invited and selected delegate
Aim: Build Internal Competence – for Sustainability – Train the trainer programs
Monitor: Measure Effectiveness– Don’t measure just the $ gain
Recognition: Professionally Certify the Program– Crucial to an engineering based scientific program
Sales Force Productivity Conference - October 24, 2012
Conduct—Phase II | DeploymentConduct—Phase II | Deployment
Why Coaching? –Coaching is Schlumberger’s preferred leadership style
How is it Going to Happen?–Multiple “Coach the Coach” workshops delivered to “coaching champions.”– Creating internal capability and scalability– Delivered by Mission Performance Ltd – credible, inspirational, coaching practitioners with an operational sales focus
Core Content–World Class Coaching Foundations + GROW
Commitment: Create “Coaching Culture”Commitment: Create “Coaching Culture”
Across the Schlumberger Sales Organization!Across the Schlumberger Sales Organization!
Desired Effect–We coach informally and in the moment.
–Our experience and successes become shared learning events through coaching.
–We minimize skill gap and focus on succession planning.
–Our sales performance is continually optimized.
Commitment: Create “Coaching Culture”Commitment: Create “Coaching Culture”
Across the Schlumberger Sales Organization!Across the Schlumberger Sales Organization!
Are there any questions?15 minutes14 minutes13 minutes12 minutes11 minutes10 minutes9 minutes8 minutes7 minutes6 minutes5 minutes4 minutes3 minutes2 minutes1 minuteThank you for
your questions
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