Sales Coaching For Entrepreneurs

Coaching sales staff members on consultative selling methods

To establish a strong administrative system based on a "coaching culture" can help build a more successful practice.

Coaching staff members on consultative selling methods, then establishing a strong administrative system based on a "coaching culture" can help build a more successful practice.

Coaching-from sports to business management-is recognized as one of a manager's most important activities along with recruiting, motivating, and assigning accountability. In order to help people capitalize on their strengths and overcome personal obstacles to attain their next level of expertise, a coach must focus on high return on investment (ROI) skills, implement a strong selling system, understand the hand you've been dealt, and track metrics.

This article examines deterrents to coaching and de-mystifies the process by providing ideas and tools that help create a coaching culture for generating a high ROI. In Rethinking the Sales Force, Neil Rackham & John deVincentis note, "Studies of high-performance consultative sales forces consistently show that systematic high-quality coaching is the most important single tool for developing performance."

When to Coach Your Sales Team

High-performance business managers crave high-performance staff members. But when should you put on your coach's hat? While the vast majority of people need some form of coaching, a person involved in the dispensing of hearing aids is sending a strong signal when he/she:

o Always asks for "special" low pricing;

o Lacks motivation and drive;

o Lacks confidence and has difficulty recovering from rejection;

o Continually accepts stalls and put-offs;

o Finds it impossible to recommend top-of-the-line products.

Of course, these are only a few examples from an extensive list. But even if you notice only a few of these signals, keep in mind that increased product "commoditization" makes staff members a critical point of differentiation-your company's competitive edge. If you accept this proposition, then coaching takes on the utmost importance.

Why Not Coach a Sales Team?

Considering the positive results derived from effective coaching, why does coaching often get overlooked?

Lack of experience. Many managers don't know how to coach in a consultative-selling environment. First of all, they may not have been coached in it, or perhaps they experienced previous success in a more clinical or transactional environment (e.g., they did the testing and diagnostics, and the fitting, counseling, and aural rehabilitation process was left to another professional). Consultative selling is very different from a transactional sale; it requires management's involvement beyond hiring professionals who "know it all." In today's business world, change is constant and staff members need to be strategically and tactically "on board." Entrepreneurs need to learn how to coach their personnel on the effective counseling and dispensing related to appropriate products/services.

Lack of training. In other businesses, many sales managers are promoted because they were naturally talented, top sales performers. In a hearing care office that requires consultative selling skills, however, these complex "people-oriented" skills must be learned. Without appropriate training in how to coach, entrepreneurs too often play the role of the "white knight" rescuing the deal. They simply can't see themselves as a developer of sales people who consistently outperform their manager. Frequently, these same business managers are frustrated by a staff member's inability to produce the results they are accustomed to generating themselves.

Lack of understanding. Business managers who assume their coaching is done when they point out to their staff areas for improvement have an overly simplistic view of this skill. They don't understand that the process for delivering long-term behavior change should include an awareness of the skill gap, knowledge, application, reinforcement, and accountability.

At a recent national conference for sales managers, I asked the question, "Why don't you invest time in coaching your sales people?" Their responses demonstrated a general lack of understanding about the coaching process, skills and potential ROI:

o I don't like listening to their complaining.

o I'm busy taking care of my own accounts.

o They'll come to me when they need my help.

o That rep is so stuck in his ways, he'll never change.

o I'm too busy going to management meetings.

o I don't know where to begin.

o I'm so busy with day-to-day issues.

Creating a Sales Coaching Culture

Here are some practical ideas for developing a coaching culture:

Focus on high ROI skills and beliefs. How does a business manager know where to focus their coaching effort to maximize performance? Start with an assessment tool that provides objective information about the "selling" beliefs of the staff member. This information is a reliable source for determining how to best coach him/her to maximize results. Without this type of information, you may have your eye on the wrong ball.

One business manager I worked with felt that his sales people always needed help in the closing process and spent all of his coaching time on this step. In reality, his sales people were having difficulty with the discovery phase, believing it was impolite to ask questions. Without answers to the right questions, outstanding closing skills, and consultative sales strategies are useless!

As a sales manager, Objective Management Group's (OMG) sales evaluation helps identify beliefs that are sabotaging the dispensing professional's efforts. Then I focus my coaching on those areas that would address these beliefs.

For example, as a sales manager, I had a representative who frequently said, "They don't have the money in their budget." Through extensive research, OMG has determined that there are a number of beliefs that are not helpful in the consultative sales process:

o I should have the best price.

o It's impolite to talk about money.

o If there isn't enough money in their budget. I can't get more.

Since a discomfort talking about money can negatively impact sales results by up to 24%, I decided that my coaching and training efforts needed to focus on these belief systems. Until my salesperson could talk comfortably and confidently about money and budgets, this objection would haunt him forever!

There are many management tools available that can assist a manager of a small business in this endeavor. Quick Coach is one example of a CD full of helpful ideas on how to start coaching. I use it to access coaching suggestions for a representative's identified roadblock. The program offers positive affirmations, recommends books on coaching, and other training and coaching resources. In short, it provides a mini-course for creating a coaching culture.

Introducing more productive ways of thinking can be a coaching challenge. A staff member who has the desire to be successful, the unconditional commitment to do whatever it takes to be successful (i.e., within solid professional and ethical parameters), and the willingness to take personal responsibility for their success will be able to adjust their mindsets once they understand the benefits to their clients, the business/practice, and their own professional development.

Implement a Strong System Process for Consultative Selling

A strong system provides a framework for assessing needs and measuring progress, including:

o Clear steps that can be inspected and monitored;

o A common language for planning and debriefing on office visits;

o A framework for making joint decisions regarding sales when needed.

For example, when I initially started working with a high-end IT consulting company, they were convinced that their sales cycle could not be less than 18 months. They agreed that it would be valuable to have a shorter sales cycle, but that it would be impossible to attain. We documented their selling process and optimized it to ensure every interaction with the prospect was maximized. In creating this process, they created a common language for the entire sales organization that ensured more effective pre-call planning, call execution, post-call debriefing. These processes reduced the average sales cycle to 15 months, resulting in improved margins and cash flow for the company.

Although hearing instrument dispensing is obviously a completely different type of environment, there are many analogous situations relative to client "hand-holding" and consultative selling. A strong system combined with a skilled business manager who coaches staff members via a focused process builds the confidence of the staff and initiates exploration into new ways to be successful. Ultimately, this will reap personal and bottom-line rewards for everyone.

Assess Sales Team to Understand the Hand-You've-Been-Dealt

One tool that can help a manager of a small business determine the best approach in coaching for success is the "Hand-You've-Been-Dealt" quadrant developed by John Condry of Cornerstones Management, a management consulting firm. Once you determine which quadrant your staff member is in, you can determine the best coaching strategy: 1) terminate or transfer; 2) train and provide personal goal development; 3) retain and provide growth opportunities, or 4) maintain and monitor performance.

For example, Jim, an office products company president, had two sales people who weren't hitting revenue targets. Jack had been with the company for about 9 months and had not hit any quick-start targets. He seemed to always make excuses for his non-performance. "The competition is giving product away; how do you expect me to compete when you don't give me the negotiating room I need?" and "I don't get enough technical support. If you want me to sell, I need more support." After evaluating Jack's performance, Jim put Jack into the first quadrant with poor attitude and low competence. Jim had three options:

1. Talk to Jack about personal responsibility for results to move him to quadrant two where there would be ROI in training efforts

2. Transfer him to another department

3. Terminate his employment

Jim had to coach Jack differently than Nancy. Nancy was new to the company. She had a tremendous amount of enthusiasm and was very trainable. However, she lacked product knowledge and selling skills. She had a good attitude but poor skills, earning her a spot in quadrant #1. The required action to move her to quadrant four was training. In understanding "the hand he was dealt," Jim was able to more clearly identify what action steps were needed.

Tracking Your Sales Metrics

Another process that managers find helpful in determining where to begin coaching is to inspect the staff member's metrics and his/her ratios in each step of the consultative selling process. For example, what's the value of each sale? Is the staff member's dispensing activity in line with your or others' activities? Are there greater returns associated with his/her clients? Although the sales steps and metrics will vary based on the field, market, and the types of products and services, by inspecting these metrics on a regular basis, a business manager can diagnosis areas of constraint then focus coaching on these particular steps of the process.

Personal Proof That Sales Coaching Works

A typical assessment by a sales person I encountered attests to the power of effective sales coaching: "It's so helpful to have an objective person to debrief [client visits] with, someone who can help me identify the roadblocks that seem to block my way repeatedly."

Linda Richardson in her book, Sales Coaching, sums up the critical need for effective coaching in business: "Even if an organization has a compelling vision, even it is highly market-oriented, and even if it has sales systems, without developmental coaching as a way of life and feedback as a mainstay of communication, its management and sales people cannot continuously improve and get to the next level fast enough."

Hearing instrument dispensing is a complex task that demands a high degree of audio logical knowledge, fitting experience, and counseling skills, as well as a highly ethical approach to helping people who suffer from hearing loss. However, dispensing offices/practices rely on the many of same consultative sales principles that make most small businesses successful. A hearing care business/practice-including the owner and his/her staff members-stands to benefit significantly from basic coaching in consultative sales.

Strategy. Execution. Results.

Danita E. Bye

Sales Growth Specialists, Inc. - CEO / Founder

Danita@SalesGrowthSpecialists.com - See all my sales articles.

C. 612.267.3320 - O. 612.246.4806

P.S. Download my complimentary eBook 67 Tips to Accelerate Sales.

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

Critical Skills For Sales Leaders - Sales Performance Coaching For People Development

Sales Performance Coaching is a function of 4 core practices of people development

1. Tuition This involves providing the salesperson with the direction, instruction and the knowledge they require in an effort to help them understand what they need to know in order to change their current approach.

2. Consultation involves identifying and analysing the specific issue or situation at hand and assist the sales person to clearly define the goal and map out a plan for their accomplishment

3. Coaching involves helping the salesperson to effect a change by self discovering the answers and thereby make adjustments to their current behaviour or approach. The Sales Performance Coach does this by providing them with regular guidance, feedback, insight and direction to ensure successful execution

4. Performance Management This involves ensuring the salesperson stays on track and holding them accountable to the measurable performance activities required to achieve the goal.

In addition to applying the above 4 core practices of people development there are 8 steps you as the sales leader need to take to implement and become an effective Sales Performance Coach:

The 8 Step Sales Performance Coaching Process

1. An execution focused plan.

Ensure you have a clear and well laid out tactical sales plan to achieve the required sales goals. The plan needs to specifically detail: who is doing what, by when, how, and with what resources.

2. Set clear performance expectations.

Before you as a sales leader can expect your salespeople to deliver what you expect of them, your first step is to be absolutely sure that, in your own mind and on paper, that you have clearly established what it is specifically that you expect of them. Once you have determined what you expect, now you need to have the expectation discussion with each of your salespeople.

3. Identify core behaviors for development.

Identify the key behaviors you and your individual salesperson have determined to be lacking in order for them to meet your expectations and execute their sales plan. These will provide you with the basis for and focus of your one on one coaching.

There are 5 Mission Critical Skills of Outstanding Salespeople. If you want your sales team to produce 20% more, the question you have to ask yourself is...are they 20% better?

Extensive research has identified the five Mission Critical Selling Skills that a sales professional must master to effectively move beyond their current limitations and to achieve your sales goals. When understood and mastered, these five skills will dramatically help you to increase your sales productivity and sell more, more often.

The 5 Mission Critical Skills of Outstanding Salespeople are:

1. Time and Self Management

2. Business Development

3. Diagnostic Acuity

4. Engage All Parties

5. Wrap Up

4. Set aside quality time weekly to debrief the week that was and the week that's coming up.

The fact is, that if you will invest the time to conduct a weekly debrief the week that was and the week that's coming up, over the next ninety days, you will completely turn your sales around.

5. Set specific behavioral goals, measure progress regularly

Change is a process, not an event and therefore you cannot expect to send your salespeople on a training course and have them instantly change behavior. Once you have determined the specific dysfunctional behaviors and strategies that are road-blocking an individual salesperson, set joint goals to improve and change the areas of greatest impact.

6. Collect Sales person behavioral data by engaging in joint sales calls and provide honest and data specific feedback.

70% of learning happens on the job. The most effective method for you to observe behavioral change is to witness the individual salesperson perform in their role. By careful observation you can gather specific data to provide them with accurate feedback. Now you can effectively challenge and guide them to improve their sales performance and behavior.

7. Offer training where applicable

- Demonstrate the 'ideal" way. Provide the salesperson with resources, books, CD's, online tools, seminars and workshops to accelerate their learning and reinforce your message.

8. Follow up; follow up; follow up.

There is one skill that as a sales leader you absolutely have to develop. If you haven't done so already, this skill will greatly determine your success or failure as a manager of others. This incredibly simple and yet powerful skill is the ability to effectively follow up. When your sales team knows what needs to be done and when it needs to be done by and when they can ABSOLUTELY count on you to follow up on their commitments to you....then you will achieve results that up and until now you have only dreamed of!

As one of Australia's leading authorities and coaches in sales management, Ian Segail has been involved in the coaching, training and development of sales managers and salespeople for over two decades.

Drawing on 25 years of experience in sales, sales management and leading an HR and training team, Ian brings a strong dose of fiscal reality and practicality to his works as a Sales Performance Coach.

Engaging directly with business owners and both novice and experienced sales managers alike, across a wide variety of industries and selling disciplines, the focus of Ian's work is to transform sales results for companies by improving sales management practices.

Ian is the author of "Bulletproof Your Sales Team - The 5 Keys To Turbo Boosting Your Sales Team's Results" and a number of business articles, business reports and white papers including "The fish stinks from the head!" and "Why Sales Training Doesn't Work." Ian has an insatiable hunger for studying selling and people management and has passionately pursued answers to the question "How come some people can sell and most can't?"

He can be reached via http://www.iansegail.com

Read Ian's latest free report - "The 7 Most Costly Mistakes Sales Managers Make" here http://www.bulletproofyoursalesteam.com [http://bulletproofyoursalesteam.com/free-report/7costlymistakes.html]

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

Sales Coaching - Why It May Be What You Need to Increase Sales

Sales coaching has been around for many years in the form of mentors and sales managers. Yet, today's sales professionals are facing not only the historical challenges of stalls, objections, but new ones of which many have been generated by the Internet.

The nuances of selling have increased, but the sales skill of how you relate to that prospect, belly to belly is where it all happens. Sales coaches have the time that sales managers do not have. Through, hopefully, a developmental process that focuses on enhancing your current sales skills' strengths, you as a sales professional can increase your sales effectiveness.

Sales coaches allow opportunities through role playing to help you as the sales person improve your skills from marketing to selling. What many sales managers fail to understand is that marketing skills are different than selling skills, but both are needed within the sales process.

A good sales coach will bring a proven sales process to the coaching program. Some companies truly do not have a sales process in which there is a step by step methodology to get to the goal to increase sales. When a step within the process is violated, skipped, ignored, then the likelihood of achieving that sales goal has been dramatically reduced.

Effective business training coaching should start with a desired result. Then and only then you as the recipient and the coach will know if this solution has been effective.

Finally, an experienced coach will know the basic challenges you are facing in your sales role. For example, I work with real estate agents whose number one problem is listing or selling homes. What I have learned is that most real estate agents do not have a sales plan or marketing plan. Without a plan, there are not written goals that can be actively pursued. New car sales professionals as well as many independent salesmen also lack sales plans. Again, these professionals are embracing the spray and pray mentality. Spray it on the wall and pray it sticks.

These are some of the reasons, not all of them, why you just may need some sales coaching if you truly want to have more money in the bank.

Want to increase sales? Take this sales skill assessment

Do you need to exercise your sales skills. Consider visiting the business training coaching, sales coaching gym.

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

Infield Sales Coaching - The Way of the Future for Sales Managers

Infield sales coaching is the term used to describe when a sales manager coaches a sales person in their sales territory. This can be a geographical or market segmented sales territory. Sales coaching is an ongoing process and not a single event. The process is designed to achieve a purpose and that is to assist every salesperson in the salesforce to reach their full potential. By providing challenges, encouragement and guiding them in continued professional growth, sales performance can be improved in a sustainable manner.

Attributes of great sales coaches

Sales coaches work with their salespeople in the area of strategy, targets, expected outcomes and potential sales call obstacles. Often the missing link is how these are to be achieved. Sales coaches also ask for feedback to ensure their salespeople understand. If the salesperson does not understand it's up to the sales coach to show them.

Great sales coaches use the following tools:

Standardised formal sales process to create common understanding
Active listening and questioning skills so they can replicate a sales situation
The ability to shut up and let the salesperson lead the sales call even if they are failing
The ability to role-play the salesperson's part of the sales call
The ability to uncover and question everything they hear
The ability to remain in the moment and not become emotionally involved
They don't need to seek approval so they say, ask or do whatever is necessary to get the salesperson to the next competency level
Patience so they can take small steps to clarify a situation
Their hands on experience
Their wisdom based on years of experience
Their sense of humour by keeping it light
The respect of their salespeople
The trust of their salespeople
The relationship they have with their salespeople

Adapted from Dave Kurlan 's Understanding the Salesforce

What do you need to focus on when coaching your salespeople?

Focus on three areas:

Sales strategy

This relates to the customer and potential customers, selecting the right products or services and pricing

Facts

These include ratios and percentages such as the sales call to order ratio and sales margins. When this information is linked to the sales process facts can provide an indicator of future activity and sales results

Sales behaviour

Notice what your salesperson does before, during and after the sales call. Do they understand what they are doing, have they followed the sales process, have they applied skills correctly and can they self correct? If not, what competency gaps are there? What do you need to show and demonstrate?

Sales coaching styles

Every sales manager has a sales coaching style. Do you know what yours is? Do you know why you are a compatible sales coach with some of your salespeople and find it difficult with others?

Your salespeople want to know how you can help them become successful.

By developing your coaching style and competence as a sales coach your salespeople will want to learn and work with you. Your job will also become more enjoyable. You will find they will want to follow your example and grow professionally.

How to allocate your time to maximise results

Within a salesforce there are 3 categories of salespeople that determine where you should spend most of your time in order to maximise sales performance:

1. The concern category

These are the consistently low sales performers. Unfortunately most sales managers spend a great deal of their time working with these salespeople in an attempt to improve sales. These salespeople tend to rely heavily on the support of their sales manager so time is consumed with additional coaching sessions and often providing answers to problems.

Action -If you have this category of salesperson then you will need to cut back on the amount of time you give them. Start by asking them what they think the answer is to a problem rather than you providing it. Reduce your infield sales coaching time and replace it with a phone call. Set a realistic sales target and time frame. If the sales target is not achieved you will need to take action. The salesperson may be better suited to a different role in the company?

2. The top performer category

It is not uncommon for these salespeople to feel neglected because they receive minor or no sales coaching from their sales managers. This can affect their attitude and result in their being difficult to manage. They usually outsell the combined efforts of the average players in their salesforce so sales managers think they don't need further development. Some sales managers who are not very competent in selling avoid their top performers for fear of being shown up

Action -Seek the top performers' input as to the number of sessions and the objectives. They usually only need minor skills refinement which then further enhances their sales performance and motivation. If they have qualified for Level 6 - The Professional status they will more than likely want to develop sales coaching skills and pass on their expertise to other salespeople.

Introduce them to sales coaching over a period of time by allowing them to take on the additional responsibility as well as continue to manage their sales territory. This will give you the time to evaluate their performance as well as the performance of the salespeople they coach. The top performer will also have the opportunity to see if sales coaching is a career they would like to pursue full-time.

3. The average category

The majority of salespeople are in the average to above average range in terms of their sales competence and sales results. This category is ideal for the top performer to begin developing their infield sales coaching skills. There is usually at least one salesperson in this category who has the potential to become a top performer.

Action -Schedule regular sales coaching sessions for this large category and identify the salespeople who have achieved Level 4 or 5 Sales Competency. Assess their talents and strengths and outline a fast track sales development plan because they will provide you with the greatest single increase in sales. It will also motivate the more junior salespeople to work harder and achieve a higher level of sales competence.

To consistently improve sales performance is no easy task. By coaching and leading by example in their world is your greatest opportunity to really get to know them. This in turn will help you to increase your salespeople's sales competence, motivation and sales results.

If you want more information about this subject or have any sales performance issue you would like to discuss please contact Kurt Newman direct on 0412 252 236. Alternatively email sales@salesconsultants.com.au

Kurt Newman is the co-founder of Sales Consultants Pty Ltd a firm that works with companies to increase sales and reduce the cost of selling. http://www.salesconsultants.com.au

Kurt's expertise is in sales strategy, sales management development; group structured sales training and infield sales coaching. As a sales person he has successfully sold products and services in 4 major market/product segments: new product sales, consultative sales, relationship sales and retail. During his selling career he created sales records for three companies in two industries and won many other sales awards for outstanding performance.

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review Executive Coaching Related Literature Part I

Research by Bluckert (2005), Joo (2005), and Linkage (2006) found that the executive coach flourishes in a coach-training environment, working with individual leaders to enhance their personal behavioral change against the backdrop of their company's strategy and the larger team. The literature also suggests the coaching relationship necessitates grounding in practical techniques geared toward action, along with setting forth the following parameters executive coaching should fall within: (a) utilizing proven assessment tools for insight and perspective, (b) using clear measurements to track behavioral change and its impact on performance, (c) respecting confidentiality while also connecting back to the key people around the client, and (d) imparting wisdom but insisting upon action.

Effron, Salob, & Greenslade (2005) found that companies with stronger leadership practices outperformed their industry peers in a long-term measure of both financial growth and return. One practice Effron (2005) discovered that separated the top companies from others was the use of executive coaching. Their study found that 47% of the top companies regularly assign coaches to their high potential employees. Meanwhile, just 10% of the remaining 300 firms surveyed made a similar claim. This evidence suggests that executive coaching provides a powerful tool to accelerate the performance of successful executives and in turn, the corporation.

Executive Coaching Core Competencies

Brotman (1998) offered the following core competencies based upon their collective personal experience: Approachable, comfort around top management, compassion, creativity, customer-focused, integrity and trust, intellectual horsepower, interpersonal savvy, listening, dealing with paradox, political savvy, and self-knowledge. However, Brotman et al.'s (1998) suggested competencies are based upon anecdotal evidence and not empirical research.

Given this complex matrix of core competencies, it might seem that a superior executive coach is created through proper DNA, not through training (Brotman, 1993). The hard truth, as Goldsmith and Lyons, (2006) have offered, is that every coach learns through doing. The coach often begins his or her calling due to a passionate desire to take a leadership role in a particular area of expertise or interest. This passion carries the coach through a sometimes painful growth of skills and abilities in the service of his or her calling.

Each executive coach interviewed by Linkage (2006), Effron et al. (2005), and Goldsmith (2006), spoke about a two-way dynamic in their coaching relationships, which is frequently described as teaching that flows in both directions, with the coach providing insight to the client, and vice versa. They found that superior coaches are always learning, growing, and developing key behaviors.

A coach, like a leader, can be developed if he or she possesses the passion and desire (Blackman, 2006). However, this is a personal journey more than an educational attainment. Skills are teachable and learnable, techniques may be replicated, but true understanding, and proficiency only comes from carefully honed practice in real-world situations (McClelland, 1973; Spencer & Spencer, 1993).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review - Executive Coaching Related Literature Part II

This article provides an overview of "classic" and relevant executive coaching literature pertaining to the plethora of suggested methodologies and core competencies. After reading this chapter, the reader will be left with an understanding as to why confusion exists among practitioners, corporations, and researchers as to what constitutes proper core competencies.

The literature has identified the need for an agreed upon executive coaching core competency skill set (Brotman et al., 1998; Kilburg, 1996a; Wasylyshyn, 2003). Executive coaching, as a skill, is a promising competency in consultants (Kilburg, 1996a). However, the explosive growth of this consultative specialty has been somewhat random, as coaches from various disciplines and backgrounds, with myriad core competencies, identify themselves to organizations as appropriate resources to guide the development of leadership.

Over the past decade, the need for standardized core competencies for executive coaches has skyrocketed (Bluckert, 2005a; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). Declining corporate markets over the same period have required corporations to focus on the return on investment (ROI) of monies spent on training and development, especially executive coaching. This new focus on ROI makes it even more important that companies are receiving the best services from coaching providers.

Effron et al. (2005) found that the use of executive coaching separated top corporations from others. Their study found that 47% of the corporations they researched during the writing of Top 20 Companies for Leaders regularly assigned coaches to their HIPO employees. Meanwhile, just 10% of the remaining 300 firms surveyed, made a similar claim. These findings suggest that executive coaching provides a powerful tool to accelerate the performance of successful executives. Additionally, if corporations wish to be and remain in the forefront, it is imperative that executive coaching be among the developmental tools in their training arsenal.

Wasylyshyn (2003) reported that the ever-increasing demands and tempo of business life are escalating, generating a heightened call for integrity, accountability, hands-on involvement, and authentic leadership. With today's business world operating in "real-time", executives are finding it difficult, if not impossible, to ponder, review progress, or climb above their hectic environment to assess or adjust an action plan. The current business environment is worldwide, virtual, and mutually supporting. Wasylyshyn suggests that coaching can provide the executive with a means to develop strategies and to score themselves and their operation with an outside party. In many cases, executive coaching has proved to be on the short list of techniques used for executives to obtain truthful feedback, direction, and the professional uplift they require to plan for the future (Bacon & Spear, 2003; Kampa-Kokesh & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Wasylyshyn, 2003).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com.

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review - Executive Coaching Related Literature - Part III

While the increased demand for executive coaching in the marketplace has opened up, the increasing number of coaches of every type, training, and perspective has also grown (Brotman et al., 1998; Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Wasylyshyn, 2003). It is surprising that with the increased use of executive coaching and the rising number of coaches, there has not been a professional association formed to develop and monitor the standards, requirements, and competency validation solely for executive coaches (Brotman et al., 1998; ICF, 2006; Wasylyshyn, 2003). This need has brought reactions from executives, coaches, and clients who suggest standardized methods.

Executives have recognized the significance of executive coaching in their professional performance, both personally and organizationally (Effron et al., 2005; Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003). During the beginning years of executive coaching, it was seen as an executive crutch to assist non-performers. Today, executive coaching is looked upon as a necessary tool and in some cases reserved only for senior executives (Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003). One reason for the about face attitude could be the value executive coaching brings as a "time-out" break, from the unyielding demands of the corporate world, for inner-thought, assessment, positive criticism, and a co-development of strategies (Bacon & Spear, 2003; Brotman et al., 1998; Joo, 2005; Kampa-Kokesh & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003).

One of the premier uses of executive coaching is to deliver "just-in-time" strategies for increasing one's personal performance and effectiveness by transforming weaknesses into strengths (Bacon & Spear, 2003; Kampa-Kokesh, & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Wasylyshyn, 2003). Due to this increase in personal ROI, corporate America is enamored with executive coaching and the benefits it has brought in recent years (Bacon & Spear, 2003).

With many corporate incomes decreasing over the past few years, corporations have reevaluated their training and development practices, to include the use of external sources (Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003). As a result, executive coaching focuses on ensuring alignment with corporate strategy (Bluckert, 2005b; Brotman et al., 1998; Edwards, 2003; Levinson, 1996; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). In this changing corporate setting, executive coaching must be used in a laser-focused manner, rather than a liberally used improvised solution (Orenstein, 2006). Those corporations who have identified the need and usefulness of executive coaching have created an inner coaching environment to facilitate coaching through internal coaches (Turner, 2006).

It is in the new corporate coaching culture of companies employing their own coaches (internal) where the chemistry of the coaching relationship takes a back seat to replicable measures in the coaching protocol (Joo, 2005; Kampa-Kokesh & Anderson, 2001; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003). The internal coach, unfortunately, finds him or herself in a dilemma of possibly losing one of his most prized outcomes, which is, assisting clients to become masters of change management (Wasylyshyn, 2003). Another downturn of this "commoditization" of executive coaching is to put a limit on the use of coaching, and to what extent, documenting the benchmarks, stages, and action steps. Doing so, realistically, diminishes the coaching process to a cookie cutter approach including a preset number of sessions and strategies rather than a co-developed strategic plan developed over the course of an ongoing relationship. (Joo, 2005; Kampa-Kokesh & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review - Executive Coaching Related Literature - Part V

Goleman (1998) describes an all-inclusive development protocol that evaluates significant core competencies and channels an executive's professional development. In contrast, Levinson (1996) based his approach on psychological skills and insight. Peterson (1996) proposes an approach based on five coaching strategies supported by experience at Personnel Decisions International, the first management-consulting firm to offer a coaching program that was both structured and individually based.

Orenstein (2004) developed an integrative methodology for executive coaching and described its application in three organizations with eight individuals. The model consists of an eight-step process:

(a) the initial contact,

(b) the preliminary interview,

(c) joint goal setting,

(d) contract approval,

(e) formal assessment,

(f) feedback,

(g) coaching, and

(h) termination.

Orenstein's (2004) methodology is based upon four premises:

1) the unconscious plays a major role in individual and group behavior,

2) executive coaching is an intervention with a specific individual, within a specific organization, for the purpose of improving job-related performance,

3) it must consider the individual, the organization, and their interaction, and

4) organizations are comprised of groups that are made up of individuals with individualistic behaviors of the organization.

The model that Orenstein (2004) presented was developed in the field, and based on ideas that were not new but were integrated and applied in a new method. Orenstein determined by qualitative means, that the implementation of her new model was successful. Respondents reported positive improvement in work environments and skills, which were touched upon during coaching sessions. During subsequent 360 degree-like feedback assessments, colleagues of the participants also reported positive improvement in work habits and environmental changes.

Trudeau's (2004) investigation toward a conceptual methodology for executive coaching in a Modified Delphi Forecasting study, involved 16 executive coaches. Trudeau used a mixed method design to gather practitioner data on the strategies and practices of the participating executive coaches. The dominant quantitative portion of the information evolved through Likert-type scale item surveys. The secondary qualitative analysis identified common phases of the coaching process.

The data analysis revealed group consensus in several areas of executive coaching, including coaching techniques, skills, and the relationship aspects essential to the clarification and further understanding of coaching practices in organizations in the United States. Trudeau (2004) developed an eight-phase conceptual method based upon compiled data from the responding executive coaches and the integration of concepts documented in professional literature.

One limitation of Trudeau's (2004) study was that in order to establish reliability, her study required that a minimum of 13 coaches take part in all three rounds of her survey. Fortunately, 16 executive coaches performed this task. Still, the rather small group size limited the ability to provide proper statistical correlations (Dalkey & Helmer, 1963).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review - Executive Coaching Related Literature - Part IV

As executive coaches increase in numbers, many desire competencies to "credentialize" the executive coaching industry as a means to standardize methods and differentiate themselves and their coaching menus (Bluckert, 2005; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). This lack of standardization has lead to a plethora of anecdotal competencies. Researchers and practitioners alike have identified the need of a professional association as a means for spearheading standardized practices and measures.

Competency models do exist identifying the essential skills for executive coaches, such as interpersonal communication skills and experience in the use, analysis, and debriefing of assessment instruments (Bluckert, 2005; Brotman et al., 1998; Lazar & Bergquist, 2004; Levinson, 1996; Peterson, 1996). However, while providing some direction, these skills are based upon threshold core competencies, which are the basic proficiencies necessary to create a coaching relationship (Goleman, 1998).

In contrast with Goleman's (1998) identification of threshold competency, Spencer and Spencer (1993) identified differentiating core competencies as those possessed by superior practitioners. Additionally, separating core competencies assists in distinguishing superior from average performers (McClelland, 1973).

As executive coaching evolves within the corporate environment, straightforward and distinct methods are needed (e.g. delivering the truth to clients while preserving emotional safety, navigating the partnership between the client and corporation) (Wasylyshyn, 2003). The competent executive coach should also be proficient in the use of specific business acumen and possess knowledge of the positions within the corporate environment.

Peer-reviewed literature makes a unique contribution to the techniques and methodologies of executive coaching. Because of this, it is no surprise that confusion exists over the effectiveness and validity of executive coaching methods. A review of the literature exposes as many methods as practitioners (Wasylyshyn, 2003).

For example, Bluckert (2005) describes a behavioral approach to executive coaching that seeks to induce self-awareness into one's emotions and behaviors. In contrast, Kilburg (2004) suggests a psychodynamic protocol centering on the events, feelings, thoughts, and patterns of behavior that are part of an executive's subconscious, and has the ability to drastically influence what they think and do. Lazar and Bergquist (2004) take a human performance approach looking at unachieved business results, and subsequently gather information to determine what root causes are contributing to the poor performance.

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.