Workshop A: Case Study Implementing a Certified Sales Coach Program Taking Sales from Competent to Effective!
Today s Topics Strategic Drivers for Implementing a Certified Sales Coach Program @ Schlumberger University Perspective Columbia University Approach to Executive and Organizational Coaching Schlumberger s Approach: Phase I, Phase II & Beyond Discussion
Context: Strategic Drivers Survey Says: 78% Managers Coach 78% Mangers Not Being Coached What is coaching anyway? Learning: Competency Training Working Well! Effectiveness in the Field Not so Much The ability to use predictive skills to move people forward Motivator: Sales Leaders want to Coach Leave a Legacy Community doing coaching but with no guidance or framework Dynamics: Churn Rates and Lack of Recruitment Outpacing Needs 2.5 year tenure Account managers, 3 year sales managers. Had to increase effectiveness fast. Cannot replace through recruitment. Conclusion: Find a Program that Fits Preferred Leadership Style Leader as Coach Decided on Academia angle (our comfort zone) Columbia program selected.
University Perspective Grounded in Research
Context Why Coaching? Why Now? To raise performance To develop high potentials To adapt to changes in the external environment Individual Outcomes Reaching Individual Goals Producing Desired Results Maximizing Performance Increased Personal Fulfillment Finding Meaning in Work Work-life Balance Becoming More Competent Employee Satisfaction Collective Outcomes Goal and Role Clarity Delivering Business Results Productive Conversations Improved Strategic Thinking Facilitating Change Retaining High Potentials Enhancing Innovation Customer Loyalty Leadership Effectiveness
Content Role of a Coach Moving valuable people from where they are to where they want to be!
Meaning of Coaching Conceptual Clarity Executive and Organizational coaching is a a Process (motivational process) Partnership (designed alliance-coach, client, & sponsors) Balance (individual and organizational needs) Way of Working (characterized by engagement & discovery) New Face of Leadership (21 st century competence) Source: Maltbia & Power (2005), Diversity s Impact on the Executive Coaching Process
Roots of Coaching Multiple Disciplines Executive coaching Life coaching Evidence-based coaching Spiritual coaching Health and wellness coaching Performance coaching Financial coaching Team coaching Peer coaching Integral coaching Group coaching Ontological coaching Organizational coaching Career coaching Managerial coaching Transformational coaching Sales coaching Source: Adapted from concepts in I. F. Stein s (2003, 2005), Introduction: Beginning a promising conversation (pp. viii-xii); Adult learning Psychotherapy/ counseling psychology Neurosciences Adult development Management education 8 Sports psychology Organizational Behavior/ Behavioral Sciences
Coaching Foundations The Journey Our Map Coaching Process CCCP Coaching Competencies Our Vehicle Guiding Principles Our Compass
Guiding Principles Adhere to High Standards of Ethical Conduct Focus on the Client s Agenda Coaching Effectiveness Earn the Right to Advance at Each Stage of the Coaching Process Build Commitment Through Involvement
Core Competencies Co-creating the Relationship Meaning Making with Others Helping Others Succeed Relating Questioning Reframing Coaching Presence Listening Contributing Leveraging Diversity Testing Assumptions Business Acumen
Coaching Process Process Theoretical / Empirical Basis Science of Human Performance Action Research Structure Phases Components Coaching Tasks Learning & Results-focused Focus: Learning for Perspective Alignment: Learning for Knowledge Performance: Learning from Experience
Coaching 1 of 6 Leadership Styles Visionary moves people toward shared dreams/goals Coaching connects what an individual person wants with the organization s goals Affiliative creates harmony by connecting people to each others, master networker Participative values the impact of others and fosters commitment Pacesetting meets challenging and exciting goals Directive soothes fears by providing clear direction in an emergency or other high pressure situations Source: Goleman, Boyatzis& McKee (2002). Primal Leadership: Realizing the Power of Emotional Intelligence, pp. 53-80.
Case Study: Implementing a Certified Sales Coach Program (continued) Getting There from Here
Content 2013 and Beyond Success Factors 15
Conduct Phase I Pilot Question: Are we ready for coaching? Overcome the stigma Strategy: Keep it small and focused 3 coaches working with 6-10 people each Core Approach: Clear contract for the engagement 1 Hour session 1 time per month Emphasis of Work: Behavioral Change Challenge the directive style of management Progress Indicators: Be realistic about the results and outcomes Retention, enhanced career development, better client engagements Conclusion: Result of pilot Deploy a coaching program focused on top 100 sales leaders. Trickle down effect
Conduct Phase II Deployment Population: Selected 150 Sales Leaders Not necessarily sales management Goal: Crunch through the Program in 12 Months Critical Mass with New Capability 14 classes in all locations. Personally invited and selected delegate Aim: Build Internal Competence for Sustainability Train the trainer programs Monitor: Measure Effectiveness Don t measure just the $ gain Recognition: Professionally Certify the Program Crucial to an engineering based scientific program
Commitment: Create Coaching Culture Across the Schlumberger Sales Organization! Why Coaching? Coaching is Schlumberger s preferred leadership style How is it Going to Happen? Multiple Coach the Coach workshops delivered to coaching champions. Creating internal capability and scalability Delivered by Mission Performance Ltd credible, inspirational, coaching practitioners with an operational sales focus Core Content World Class Coaching Foundations + GROW
Commitment: Create Coaching Culture Across the Schlumberger Sales Organization! Desired Effect We coach informally and in the moment. Our experience and successes become shared learning events through coaching. We minimize skill gap and focus on succession planning. Our sales performance is continually optimized.
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