Executive Briefing - How Sales Process Improvement Can Help to Increase Margins and Revenue Growth

I find it useful to remember, everyone lives by selling something.

Robert Louis Stevenson

We never lead with product; we lead with need.

Zig Ziglar

My creativity strikes at the heart of sales - it's focused on building relationships, improving presentations, and closing a sale.

Sidney Friedman

"Nothing happens until somebody sells something."

Unknown

Introduction

In the rapidly changing landscape of business, competition is stiff. Customers are more sophisticated and demanding in the face of better available options. A sales opportunity can become clouded or loose momentum with the constant requirements on the part of businesses to add more customers, crunch the sales numbers, and boost profits.

To achieve aggressive revenue targets and meet customer needs businesses have to make organized and systematic approaches. Sales form a formidable part of such approaches. Robust sales along with other factors such as: better products or services, attention grabbing advertising, and reliable customer service help businesses successfully in attracting and retaining customers, generating more revenue, and pushing profit levels higher.

A better product or service may not necessarily translate into higher revenues. How the product or service is launched in a specific market can determine revenue. Selling is widely regarded as an art form. Those born with innate talents for a career in sales can succeed, but success can be elusive for the most seasoned sales professional if they do not follow a process. Academicians however, stress that a sales genius may have inborn talents for the trade, but with adequate training any average interested person can turn out to be an outstanding salesman. The topic still remains as the Holy Grail. However, each business has its own sales force using a unique selling model. And all successful businesses have some common sales methods.

Underscoring the Importance of a Sales Process

Having touched upon the weight of sales in business processes it will be necessary to note that robust selling is based on a sturdy and effective sales process. If you are saying, "we do not have the time to work on the process, we have numbers to meet" - your approach may not be right and you might want to reconsider it. To reach the destination, the path should be right and the journey should be enjoyable. Many salespeople are so caught up with the numbers (targets and quotas) that they do not enjoy the process. They do not realize that if the process is correct and executed properly that will take care of the numbers. In fact, true and successful sales professionals work the process thoroughly and enjoy each phase of the exciting sales process that finally ends with stellar sales figures. Being process driven is the mantra. The results will follow naturally.

A sales process is not a panacea, but many organizations are increasingly realizing that it's an indispensable tool that no business can do without. Having a sales methodology in place by firms increased to 84% in 2007 from 42% in 2004 (Source: CSO Insight). Analysis of all successful businesses shows that they all adhere to and execute against a well-defined sales process. Though the exact structure and methodology of operation of their sales processes may differ, they all serve the purpose of boosting sales. An effective sales process is the strong edifice on which the entire structure of sales stands. A weak and ineffective sales process will produce poor sales results and hamper growth as a strong and effective sales process can boost sales and help to increase margins. It is imperative for businesses to have a fail-safe, well-defined and solid sales process in place.

Sales process and sales staff complement each other to take a company to the desired level of growth. One cannot work without the other. A persuasive and experienced sales staff may not be able to perform at its optimum level when the sales process of a company is not efficient. But when the combinations are right the results can be astounding.

About the Author

Doug Dvorak helps companies and professionals achieve results through customized, creative and non-traditional sales training systems that are "one size fits one" and developed to the unique business needs and "sales pain points" of each client. He is available to speak on these topics.

For more information visit http://www.salescoach.us or call 847-359-6969

Permission is granted to reprint this article in print or on your web site as long as the paragraph above is included and contact information is provided

Copyright 2008 The Sales Coaching Institute, Inc.
Sales Skills Training l Strategic Sales Coaching
Chicago, IL l 847-359-6969 l doug@dougdvorak.com
http://www.salescoach.us

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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

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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.

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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

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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.