| Does your coaching practice need to increase sales? | | | | already decided to embrace an education based |
| Have you consider how your sales skills and the | | | | marketing approach, you give your qualified potential |
| respective behaviors as a coach are directly tied to | | | | customer a complimentary sales assessment ($750 |
| your ability to achieve this goal? Here are two (2) | | | | value). He takes the assessment and you invest 1.5 |
| quick case studies that demonstrate this statement. | | | | hours to debrief him. |
| Scenario One | | | | Then he requests that you speak with the VP of |
| Imagine you are at your desk. The phone rings. You, | | | | International Sales as this person is part of the decision |
| as the sales coach, executive coach or business | | | | making process. The two of you connect and forward |
| coach, decide to let voice mail take it because caller ID | | | | progress is made once again on your way to earn the |
| indicates caller unknown. | | | | sale. You also need to give this person the same |
| What did you do? Possibly, you checked voice mail | | | | assessment. |
| right away (this is a behavior) and heard the following | | | | Within 2 hours after ending the conversation with the |
| message: Hi, this is Tom, give me a call, I: | | | | VP, you send off the email for this complimentary |
| - Read one of your articles | | | | assessment. Then you send a quick email with your |
| - Came across your website | | | | original contact updating him of what happened and |
| - Would like a free coaching session | | | | the next steps in the process. |
| Your behaviors might have been to | | | | One week later you still have not received the |
| 1. Look at your schedule: | | | | completed assessment. Instead of sending another |
| 2. Review your to do list | | | | email, you call your first contact, the General Manager. |
| Then you made a decision this was not a urgent call | | | | He informs you that the VP never received the email. |
| to return and your behavior was to place it in your Not | | | | You promise to re-send the email and cc the general |
| Urgent-Important pile or even Not Urgent-Not Important | | | | manager on the email. The General Manager thanks |
| pile. You possibly think that if he was a real interested | | | | you for your personal follow-up and by not relying on |
| potential customer (a.k.a. prospect) he would have at | | | | email. He shares with you this is the type of behavior, |
| least left his company's name or have asked for an | | | | values and sales skills he wants all his sales people to |
| immediate returned call. | | | | demonstrate. |
| Your behavior (action) of putting it in the one of your to | | | | Sales Coaching Lesson Shared: Scenario One did |
| do files may have just doomed your goal to increase | | | | happen to me and I did return the call within 15 minutes |
| sales. By making a judgment based upon a voice mail | | | | after receiving the voice mail. I was on my cell phone |
| can cost you increased revenue. | | | | when the call came over my land line. The call was |
| If you have a values statement within your strategic | | | | from the General Manager cited in Scenario Two of a |
| action plan, you possibly just violated it. Does your | | | | multi-million international company who was seeking |
| values statement make any reference to customer | | | | sales training. Had I made judgements from not |
| service, honesty, integrity, being responsive or | | | | returning phone calls to relying only on technology, I |
| accessible, doing what is right, etc. Did you ever think | | | | potentially would never had the opportunity to develop |
| that individual who left you a voice mail was just | | | | these relationships and probably would have lost the |
| checking you out to confirm if you were a person of | | | | opportunity to continue to earn this sale. |
| integrity and looking to how well you demonstrated | | | | Your judgement or decision making process is literally |
| excellent sales skills given that you have identified | | | | the why behind the hows of your sales skills and |
| yourself as a sales coach? | | | | behaviors. Remember, as you judge or make |
| Scenario Two | | | | decisions about others so are you judged. The bottom |
| You are working with someone within your sales | | | | line question is can you afford someone negatively |
| process with the goal to earn the sale. As you have | | | | judging you if your goal is to increase sales? |