I like this definition because it reflects both
Posted: Tue Jan 28, 2025 5:50 am
For sales and marketing organizations, cultivating a customer-centric approach that focuses on the key business challenges of your target audience is critical to achieving long-term success.
While not always second nature, focusing on messages that are polarizing, relevant, and insightful may be just the thing you need to both disrupt your customer’s inertia and raise their initial level of interest around your solution.
Coaching is the #1 thing leaders do to drive the performance of their teams. Not surprising then that the Sales Executive Council found that sales reps who received 3+ hours of coaching per month had 17% higher goal attainment than reps who received less than 2.
But despite the huge impact of this behavior, few organizations hold their leaders accountable for doing it.
What’s even worse is that there’s a huge disconnect between employees and their managers when it comes to what exactly constitutes coaching versus simply meeting 1:1.
A recent study by Zenger/Folkman showed that first line new zealand telegram data managers feel, to a greater extent than their executive counterparts, that it’s their responsibility to give orders and directives versus work collaboratively with their team members. Unfortunately, when leaders give orders they succeed in conditioning their people to wait for those orders, resulting in a decline in initiative and overall engagement — crappy.
So how do you supercharge the coaching experience? Let’s begin by defining what coaching actually is.
the actions and outcomes of the interaction:
Coaching is about helping your people experience meaningful progress at work by listening and driving accountability through data-driven conversations where we write things down.
While not always second nature, focusing on messages that are polarizing, relevant, and insightful may be just the thing you need to both disrupt your customer’s inertia and raise their initial level of interest around your solution.
Coaching is the #1 thing leaders do to drive the performance of their teams. Not surprising then that the Sales Executive Council found that sales reps who received 3+ hours of coaching per month had 17% higher goal attainment than reps who received less than 2.
But despite the huge impact of this behavior, few organizations hold their leaders accountable for doing it.
What’s even worse is that there’s a huge disconnect between employees and their managers when it comes to what exactly constitutes coaching versus simply meeting 1:1.
A recent study by Zenger/Folkman showed that first line new zealand telegram data managers feel, to a greater extent than their executive counterparts, that it’s their responsibility to give orders and directives versus work collaboratively with their team members. Unfortunately, when leaders give orders they succeed in conditioning their people to wait for those orders, resulting in a decline in initiative and overall engagement — crappy.
So how do you supercharge the coaching experience? Let’s begin by defining what coaching actually is.
the actions and outcomes of the interaction:
Coaching is about helping your people experience meaningful progress at work by listening and driving accountability through data-driven conversations where we write things down.