Sales leadership the essential leadership framework to coach sales champions, inspire excellence, and exceed your business goals
"Coaching is the universal language of learning, development and change." Imagine a workplace without fear, stress or worry. Instead, you're acknowledged as a valued, contributing team player who doesn't sacrifice priorities, values, happiness or your life for your job. Sound lud...
| Other Authors: | |
|---|---|
| Format: | eBook |
| Language: | Inglés |
| Published: |
Hoboken, New Jersey :
Wiley
2018.
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| Edition: | 1st edition |
| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630395206719 |
Table of Contents:
- Cover
- Title Page
- Copyright
- Contents
- Preface: The Power of Why
- Create the Unified Why
- Why are You a Leader?
- Supporting Your Quest for Coaching Greatness
- Chapter One: Preparing for the Cultural Evolution
- What's Your Business DNA?
- Burn the Bridge of Mediocrity
- The Scathing Truth
- Choose No Initiative Over a Failed Initiative
- Examining Culture
- Boardroom or Bored Room: Defining Corporate Culture
- The Company Ecosystem
- When Company and Personal Values Clash
- You're Not Coaching Effectively
- Your Culture Sucks
- A 10-Year Coaching Study
- Assessing Your Culture and the Measurable ROI of Coaching
- Choose a Culture of Intention or Reaction
- A Culture of Strategic Communicators
- 34 Characteristics of a Coaching Culture
- Preparing for Your Cultural Evolution
- Is Your Coaching Working? Assess Your Current Culture
- Preparing for Your Cultural Journey
- Can't Change Your Company's Culture? Create a Subculture Instead
- Can You Truly Change a Metrics-Driven Culture?
- Create a Subculture
- The Culture is You
- Stop Selling, Start Coaching
- The Consultative Sales Coach
- The Secret to Making Top Salespeople Great Managers
- The Best Leaders-And Salespeople-Coach
- Chapter Two: L.E.A.D.S.: Your Guiding Framework for Transformational Coaching
- Questions Are the Universal Language
- A Universal Definition of Coaching
- The Revised L.E.A.D.S. Model for Masterful Coaching
- A Simple Coaching Framework
- The Anatomy of the L.E.A.D.S. Coaching Model
- Learn
- Enroll
- Assess
- Define
- Support
- Tactical Application of the L.E.A.D.S. Coaching Model
- 24 Types of Questions in the L.E.A.D.S. Coaching Framework
- Learn
- Enroll
- Assess
- Define
- Support
- Now Coach the Gap!
- Wrap-Up and Next Steps
- How to Coach in 10 Minutes or Less.
- Laser Coaching: 12 Questions Away From a Breakthrough
- Coaching Simplified: The Only Three Coaching Gaps You'll Ever Uncover
- Chapter Three: The L.E.A.D.S. Coaching Model at Work
- Directive Coaching Is Not a Thing
- Using the L.E.A.D.S. Coaching Model
- Ten-Minute Coaching Moments
- The Cost of Not Coaching
- You Can't Always be Coaching-Or Can You?
- Justifying Your Role as the Super Salesperson
- Enter the Fan
- How to Prevent it From Hitting the Fan
- Let The Fan Blow Your Problems Away
- Coaching versus Training: What's the Difference?
- Chapter Four: How to Coach in 10 Minutes or Less
- "Coaching Takes Too Long"
- Saleshog Day
- The Five Parts of the 60‐Second Coaching Question
- Part 1: "I'm Happy to Share My Opinion With You."
- Part 2: "However, You're Much Closer to This Situation Than I am."
- Part 3: "And i Trust You and Your Judgment on This."
- Part 4: "So, What's Your Opinion on How to Handle This?"
- Part 5: "Thanks for Sharing Your Opinion, I Really Appreciate it. Let's Walk Through Your Ideas to see How it Could Play out and Then, If Needed, Refine it Together to Ensure Your Strategy Will Achieve the Results You Want."
- Ask for an Opinion, Not a Solution
- Impromptu Situational Coaching-the ABCs of Leadership
- Mastering Situational Coaching
- Coaching Never Stops
- Team Coaching or Team Meetings?
- Your Meetings Suck: How Managers Facilitate Influential, Productive Meetings
- The Mundane Meeting
- Get Off Your Soapbox
- Reset the Expectations of Your Meetings
- Lead With Questions, Not Answers
- Get Everyone Involved
- Abandon Absolute Thinking and Embrace Dualities
- Chapter Five: Tools to Manage the Coaching Process and Assess Results
- The Revised Coaching Prep Form
- Capturing the Measurable Impact of Coaching
- The Coaching Prep Form
- Version One - Shorter Form.
- Version Two - The Revised Executive Coaching PrepForm
- Are You Reviewing Results or Performance?
- Hindsight is Blindsight
- Enter the Coaching Action Plan
- Chapter Six: Transforming Critical Conversations into Positive Change and Measurable Results
- The Hard Truth
- Coach and Be Happy
- Resign as Chief Problem Solver
- Control Freak? A Case for Letting Go
- Performance Coach or Chief Problem Solver? You Decide
- The Directive Chief Problem Solver
- Chief Problem Solver Debrief
- Coaching in the Same Scenario
- An Eight-Minute Coaching Conversation
- Learn
- Enroll
- Assess
- Define
- Support
- The Coaching Recap
- Chapter Seven: Creating Unity, Trust, and Buy‐In: The Art of Enrollment
- What Is Enrollment?
- Everyone Loves Confrontation
- There's No Such Thing as a Difficult Conversation
- Stop Creating Things That Aren't There
- The Six Steps of Enrollment
- It's What They Want, Not What You Want
- Coaching versus Enrollment: The Difference and Synergy
- To Bring or Not to Bring Your Agenda When Coaching
- Break the Pattern
- How to Destroy Trust and Isolate Your Team
- What Managers Struggle with Most
- The Cost of Not Enrolling
- Manage Expectations with Precision: A Different Kind of Conversation
- Chapter Eight: Seven Essential Enrollment Conversations That Create Companywide Alignment
- Prepare Your People for Change
- Creating Alignment and Buy-in Around Coaching
- Conversation #1: Email to Prepare for Positive Change
- Conversation #2: Team Enrollment in Coaching and Setting Expectations
- Conversation #3: Schedule a One-to-One Meeting for Individual Enrollment
- Conversation #4: Coach Up! Schedule a One-on-One Meeting with Your Manager
- Conversation #5: You Don't Know Your People: Uncover Their Individuality and Motivation
- How to Inspire Each Individual on Your Team.
- Conversation #6: Identify Their Priorities and Values
- Exercise: Identifying Your Priorities and Values
- Conversation #7: Discussing the Motivation Exercise
- A Subtle Distinction
- Chapter Nine: Coach Tracks: Turn Difficult Situations into Coaching Wins
- Conversation #1: Eliminating Departmental and Interpersonal Silos
- The Cause of Departmental Silos and How to Create Unity
- 26 Questions That Create Unified, Supportive Relationships
- Stop Complaining and Start Repairing-Reciprocity Starts With You
- Conversation #2: Inheriting an Existing Team
- Conversation #3: Peer Yesterday, Boss Today: Changing Roles from Peer to Boss
- Conversation #4: The Revised 30‐Day Turnaround Strategy for Underperformers
- 30-Day Turnaround Strategy: The Enrollment Coach Track
- The Five Core Objectives to Achieve in This 30-Day Strategy
- Conversation #5: The Evolution of the 30‐Day Turnaround Strategy: The Success Acceleration Program
- Chapter Ten: Mindful Coaching: The Inner Game of Coaching Champions
- Assumptions in Communication
- Fact or Fiction? Challenge These Assumptive Trigger Words
- Coach the Win
- Shift Your Questions to Focus on What's Right
- Phraseology: One Word Away From a Coaching Breakthrough
- Assumptions in Action
- Phraseology = Coaching Moments
- Springboard Questions
- Coach the Written Message
- A Hidden Opportunity
- A Real-World Success Story and How to Evaluate the Written Message
- Coaching the Elusive Topic of Time Management and Personal Productivity
- Coaching Personal Productivity and Time Management Using the E.L.A.D.S. and L.E.A.D.S. Frameworks
- Enroll:
- Learn:
- Assess:
- Define:
- Support:
- Coaching a Top Producer to Change their Toxic Attitude and Behavior
- Enroll:
- Learn:
- Assess:
- Define:
- Support:
- A Quick Recap
- Can You Coach Fear and Confidence?.
- Chapter Eleven: Know Your Players: Transforming Talent Through Observation and Feedback
- Three Ways to Uncover the Gap
- Coach the Person, Not the Spreadsheet
- Observation Reluctance
- Solving the Wrong Problems
- Enroll People in Observation
- Focus on the Solution, Not the Problem
- Effective Feedback Starts with a Self-Assessment
- What Can You Observe?
- Global Managers and Foreign Languages Provide Observation Opportunities
- Sharing an Observation versus Developing Someone: What's the Difference?
- Expand Their Peripheral View, Then Coach!
- How to Shift From Observation to Coaching
- Coaching Scenario #1
- Coaching and Development
- Coaching Scenario #2
- Coaching and Development
- Cross the Finish Line
- Chapter Twelve: 15 Common Coaching Killers That Sabotage Coaching Success
- Toxic Tactic #1: Nine Painfully Stupid, Disempowering Words to Stop Using
- Avoid These Damaging, Problem-Focused Questions
- Toxic Tactic #2: Are You Coaching People or Closing Them?
- The Manager's Viewpoint
- The Salesperson's Viewpoint
- A Coaching Culture or Closing Culture?
- Manipulative Management Tactics
- Interrogative Coaching-Leading the Witness
- Surrender Control to Embrace the Unknown
- Toxic Tactic #3: Coaching in Your Own Image
- Toxic Tactic #4: Living Everywhere but Now
- To be Present, Become Process Driven
- The Practice of Now
- Toxic Tactic #5: Coaching Multiple Gaps at a Time
- Coach One Gap at a Time
- Toxic Tactic #6: Double‐Dipping on Questions
- Toxic Tactic #7: Coaching Is for Losers
- Everyone Gets Coached
- Toxic Tactic #8: In Search of the Perfect Coaching Question
- Toxic Tactic #9: Caring Too Much
- Toxic Tactic #10: Is Everyone Truly Coachable?
- Toxic Tactic #11: The Coachee Answers the Question-Not You!
- Toxic Tactic #12: Getting Suckered by These Two Common Phrases.
- Toxic Tactic #13: Thinking You're Super Coach.
