Business Coaching Research

Transcription

1 Business Coaching Research By: Craig Mowll Research Question How to coach sales people into top performers in a very different business environment?

2 Shifting the Performance Curve Study (Executive Council Corporate Executive Board) Revenue % Performance Ranking % In this study they found that only 10% of the sales people were exceptional, 70% were average and 20% were marginal. Exceptional generated 70% of the revenue, average generated 25% of the revenue and marginal generated 5% of the revenue Shifting the Performance Curve Study (Executive Council Corporate Executive Board) Revenue % Performance Ranking % a 5% performance gain from the middle 60% of the average sales force would yield 70% more revenue than a 5% shift from the top 10%.

3 Sales Impact Ladder David H Maister The Trusted Advisor Framework For Identifying Sales Person Performance Problems - Luthans and Kreitner 1975

4 Coaching Methods To Utilise Study, Berg and Karlsen Trusted Advisor Career Coaching, Business Acumen, Promotional, success planning Berg 2006 Results Orientated; financial, budget related, client satisfaction, goal related, project milestones Grant 2003 Berg 2006 Solutions to challenges and ; Behaviours (attitudes/ feelings) Personal/Commercial Eg: Sales and Technical Thach & Hienselman (1999) Product, Industry, Market, Competitor, Company, Promotional Support Thach & Hienselman (1999) Alignment of Analysis

5 The Analysis Martilla and James (Likert Scale) Importance Rating To Success Score Importance Rating To Success Score Not Important To My Success 1 Very Poor Performance 1 Slightly Important To My 2 Poor Performance 2 Success Moderately Important To My 3 Reasonable Performance 3 Success Important To My Success 4 Average Performance 4 Extremely Important To My 5 Excellent Performance 5 Success Critical To My Success 6 Outstanding Performance 6 When analysing the results we look for four key signals: 1. Areas considered high in importance and low in performance areas of development 2.Areas considered high in importance and high in performance - strengths 3. Gaps in the Balance Scorecard segments where the ratings differ between management and the people exceeding 1 point or greater 4. Gaps in the Coaching Methods where the ratings differ between management and the people exceeding 1 point or greater 3D Development Design Assessment Qualitative Sales Managers (5-6) Audience is Professional Sales People Qualitative Survey Online Questionnaire (60)

6 Results Summary Balance Scorecard Company D Company C Company D Client Relationships Company B Financials Company C Business Acumen Behaviour Company D Company Knowledge Skills Personal Results Development Coaching Methods IPA Balance Scorecard

7 IPA Coaching Method IPA Balance Scorecard Company C

8 IPA Coaching Method Company C Conclusions How Successful Was This Approach In Answering the Question? Successes Disappointments A total of individual 47 Difficulty in analysing raw data respondents to the survey A total of 4 organisations Plotting the data to give meaning to the results Strong analysis and insights were gained from the data in most circumstances Meaningful results were gained for most companies The instructions were misread and a couple of survey had to be re-done One organisation in the survey was bias towards high performing in everything

9 Conclusions Based on a very different business environment roles have changed; sales team has become successful being a technically skilled, results orientated business but has neglected the knowledge and development of client relationships required to be successful in the market. Company C needs to develop behaviour/ attitudes and feelings around business acumen, greater self confidence and skills in dealing with business issues (internally and with clients) The survey was able to pick out these subtleties within their team, management and the business Equally it shows that management and their people are not always in alignment in their understanding of their roles and until that is aligned Job descriptions, KPI s, measurements and results will not reach full capacity Management needs to get closer to their client facing people to understand what clients are really saying and see what their sales people are really dealing to support their teams better Appendix 1