TABLE OF CONTENTS Even a single coaching conversation must have a large background if the products of coaching long-term excellent performance, self-correction, and self-generation are to be produced. Don t let the short duration of time that you invest in the conversation lead you to neglect preparation. That is to say, only when the relationship is in place, you ve done some assessment, and you have observed an opening for coaching are you in the position to approach your client to resolve a simple issue in a single conversation.
You re a sales manager for a group that sells accounting software. About ten salespeople work for you in a fast-paced informal environment. Each salesperson works in a cubicle and you have an office with no door, so it is easy for you to overhear what is happening on the phones. On this particular morning you hear Frank being rude to the point of being obnoxious with one of your largest potential customers. You immediately decide that you must do something about it because you might lose the business, Frank may be doing this with other customers, and other salespeople have overheard Frank and may think that his behavior is acceptable. Here s how such a conversation might go:
Ask the client for permission to coach.
Say in general what the outcomes could be.
Coach: Frank, I just overheard your conversation with the Bank of Tokyo and it sounded to me as if it didn t go well. I m wondering if you...
