SALES LEADERSHIP Sales Management Training & Coach Training
- 3.5 hours on-demand video
- 4 articles
- 7 downloadable resources
- 2 Practice Tests
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
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- COMMUNICATE like a World-Class Leader To Improve Daily Performance Metrics by Mastering the Art & Habit of Performance Coaching
- ALIGN Your Career Around Your Life, Priorities and Values So You Can Reduce Stress & ENJOY Coming to Work
- ELIMINATE Departmental Silos & Company DRAMA By Developing a SHARED Vision & Goal Everyone Wants to Achieve
- REDUCE Your Workload by Resigning from CHIEF PROBLEM SOLVER to Create a Collaborative, Accountable Team
- CREATE Immediate Buy-In & Alignment Around ALL Change, Coaching, Observation & Self-Accountability that Improves Daily Performance Metrics
- ATTRACT & RETAIN Top Talent by Building a Trusting, Authentic, Top-Performing Coaching Culture Using Keith Rosen's Award-Winning L.E.A.D.S. Coaching Framework
- TRANSFORM From a Manager Into WORLD-CLASS, EXEMPLARY LEADER
- You're an Up and Coming Future Leader who Wants to Create A World-Class Team by Becoming an Exemplary Leader & Coach
- You're Tired of Spending Your Time Solving Everyone's Problems & Want Your People to be Independant & Accountable
- You Want to Ensure That You & Your Employees to Love to Come to Work and Enjoy What They Do
- You Want to Create a Happy, Inspirational Culture That's Stress-Free, While Still Exceeding Sales & Revenue Goals
Develop a World-Class, High Performance, Accountable Team by Becoming an Exemplary Leader and Coach
"Every company and sales leader must transform into a world-class performance coach and create a coaching culture in their organization if they want to continue to grow and thrive. This course will make you a great sales leader and coach who develops sales champions and a top-performing coaching culture. And Keith is there as your partner and coach every step of the way." - And more quotes from top leaders from the world's best companies such as LinkedIn, Google, Microsoft, Salesforce, CA Associates, Johnson & Johnson, Vodafone, Square, Amazon and more.
Most leadership programs don't apply to sales leadership. Sales leaders are uniquely and indispensably special and need to be coached in a way that's aligned with their role to achieve their personal goals and company objectives. Since most managers don't know how to coach, they become part of the non-stop, problem-solving legion of frustrated Chief Problem Solvers who habitually do other's work, create dependency, and nourish the seed of mediocrity.
What if you can coach anyone in 15 minutes or even 60 seconds using one question? Using Keith's intuitive L.E.A.D.S. Coaching Framework™, the coaching talk tracks for critical conversations, and his Enrollment strategy to create loyal, unified teams--you will inspire immediate change. Now, coaching is easily woven into your daily conversations and rhythm of business so that it becomes a natural, healthy habit.
Based on Keith's, Globally Acclaimed award-winning, Coaching Salespeople Into Sales Champions and his latest book, SALES LEADERSHIP, named the 2018 Sales and Leadership Book of the Year by Amazon and Top Sales World, this program makes delivering consistent, high-impact coaching easy. For busy, caring salespeople, business owners, and managers, this removes the pressure and misconception that,"Coaching is difficult, doesn't work, and I don't have time to coach."
TRANSFORMATIONAL LEADERSHIP delivers a chronological path to develop a thriving coaching culture and into a coaching leader who creates top-performing teams and sales champions.
- All people managers, salespeople, sales leaders, sales management, sales directors, VP's of sales, regional sales managers, private consultants and coaches, and anyone who wants to become an influential leader and coach!
In this module, you’ll learn about the purpose of coaching and you’ll be able to answer the question, “why should I learn how to effectively coach my people?” You’ll learn about the coach’s role and how it differs from the typical manager’s role. Believe me, there is a world of difference between a coach and a manager, and we’ll drive that point home several times. Part of understanding what coaching is involves self-awareness and knowledge about the common types of managing behaviors we all engage in. Knowing what type of sales manager you are now will help you plan your own path to becoming a sales coach.
As you complete this module, you might want to ask yourself questions like,
“What is the purpose of coaching?”
“Why should I consider using coaching with my reports?”
“How can coaching improve my own effectiveness as a sales manager?”
“How is the role of a coach different than the manager role I’m used to?"
“What kind of sales manager am I now, and what kind of sales leader and coach do I want to become?”
We’re always being encouraged not to quit. But not today. There’s one role I’d encourage you to walk away from right now. Your role as Chief Problem Solver and Decision Maker.
Enhanced Video Transcript: This is a video clip from a keynote Keith Rosen delivered in March of 2014 to an audience of approximately 700 sales managers from around the world.
It’s time to abandon toxic thinking. It’s time to look at the inner game of coaching. Not just what we do when we’re engaging with a customer or one of our direct reports, but how we need to think. Holistically, this is what creates a true champion. Because if you’re only focusing on developing the skills needed to become a champion and you aren’t focusing on the inner game; that is, how you think, your mindset, then you’re only developing half of the champion you can be.
So, to coach effectively, there is one thing, there is one role that every leader truly needs to abandon. And that is the role of Chief Problem Solver.
I don’t suppose there are any Chief Problem Solvers here today? Is my sarcasm translating?
Why do we as leaders and salespeople feel that we must have all the answers? That we must solve all of the problems coming at us?
For one thing, the majority of people leaders, regardless of geographic location or industry, would agree that the value they feel they bring to their team and to the company is being the Subject Matter Expert. After all, that’s why you were hired to be a manager in the first place, right?
Let’s explore this at a deeper level and walk through this line of thinking in order to identify the greater cost here. For example, if I was your manager and you came to me looking for help and every time you come to me, I provide you with the answers or solutions or share with you all of my worldly experience and expertise; and you get that solution from me. What are you thinking?
“Wow boss, you’re so awesome! That’s so great! Thank you so much for helping me! And thanks for continuing to solve all of my problems for me so that I don’t have to think on my own or be accountable for the solution!”
We feel the love! We feel included. We feel special. We also believe that it’s expected of us. “Well I’m a leader. I’m a salesperson. My customers, my direct reports they expect me to have the solutions.” But clearly, this comes at a great cost.
We learn the wrong lesson here. We learn that my value is being a subject matter expert. That’s part of your value. That is not all your value.
After all, is it truly empowering to give the answer or provide solutions to someone? No. Here’s the definition of empowerment. To give strength or power to. When you’re giving the answers, you’re not empowering someone. You’re dis-empowering them.
Another coaching paradox exists here. We create what we want to avoid. We create the very problems and challenges that we want to avoid.
I have yet to meet a manager who doesn’t want a team of highly independent, accountable salespeople. But think about this. If I’m a manager and every time to come to me with a problem I give you the answer, what message am I sending? That every time you have a problem, come to me, I’ll fix it for you.
And here’s the real irony, if the answer or solution I give you doesn’t work, whose fault is it? It comes back to me. And now my salespeople get to come back and say, “Hey boss. You know that solution you shared with me? Well, it didn’t work. It’s not my fault. I was just doing what you told me to do. My hands? They’re clean on this one.”
We’re actually robbing our people of the very accountability we want to instill, while making them more dependent on us.
Remember, what people hear, they resist but what they tell themselves they believe.
If you want people to take greater ownership around their roles and the daily objectives and challenges they face, let your question be the answer they need to further develop and refine their skills. Otherwise, if you continually solve all of your direct reports problems, their problem now becomes YOUR problem, and you just made yourself accountable for the outcome!
The most effective managers, coaches and leaders realize the importance and advantages of taking a stand for their team. In my world, in the spirit of simplicity, these words are synonymous to me. After all, if you want to build a team of champions, it begins by making your people leaders world-class coaches.
So, it’s not that your job description as a people manager has changed. What has changed is the way you engage, communicate, coach, empower and support your people.
That’s the language of coaching. It’s the language that creates the impact every leader wants. After all, when you change the conversation, you change the outcome.
Most managers don’t understand that they can’t just change their title from manager to sales coach without changing their skill set. They don’t understand the difference between being a manager and being a coach. For a manager to call himself “coach” without formal training, would be like waking up one morning and calling oneself a doctor. A sales coach must be proficient at coaching and the Coach’s Corner will teach you how to do just that.
Sales managers realize one of their key roles is to maximize the productivity of their team and ensure they are operating at peak performance. The consequences of not having your sales team live up to their potential are severe. With long work hours, keeping up with deadlines and balancing personal responsibilities, something gets sacrificed. As such, sales managers find that developing and retaining their staff takes a back seat to the challenges that arise daily. As a result, morale and productivity suffer.
The top leaders know how to coach their teams by using a tactical coaching model that is easy to deploy on a consistent basis in order to protect and maximize the potential of the company’s greatest investment, their people.
In this beginning module, you will learn:
1. The definition, purpose and role of a great coach
2. The strengths and weaknesses of types of managers, and how to use coaching as an advantage with each
We’ve been looking at some pretty big ideas so far, and we have several more to cover. I hope that you are beginning to realize the incredible power that coaching can unleash – power to transform the way you do business and live your life. But now, I need to ask you a question – just what is coachable? Is everything coachable? Are some things ‘not coachable’? Is it easy to define what is coachable and what is not? What do you think?
Coaching is a way of communicating, connecting and engaging with someone in an empowering way that:
Co-creates new possibilities to bring out a person’s best through deeper, open-ended questions and sharing the right observations at the right time.
Challenges current thinking to stimulate greater awareness, accountability or problem-solving skills
Guides the person to set and/or reinforce best practice or a new direction in behavior, skill, attitude or strategy around their goals. (How do you coach and celebrate wins?)\
This is achieved through a process of ongoing, consistent interaction, observation and unconditional support in a safe and trusting environment that focuses on the unique and specific needs and talents of each individual in a way that facilitates long-term, positive change.
Other ways to describe coaching include…
1. Is based on the belief that the question is the answer. The coach is responsible for people finding the answers themselves and developing their own problem-solving skills.
2. Is a process of inquiry to help others tap into their previously unused strengths and talents to advance personal growth, self awareness and learning.
3. Builds further accountability and ownership around their goals and career, while encouraging independence and self motivation.
4. Provides a safe forum for people to process and explore new possibilities and solutions based on how they learn and solve problems.
5. Is like an un-choreographed dance, it has a framework or certain steps it may include, but it’s organic as well and evolves based on each participant and their goals, needs, skills and individuality. No dance is identical to any other. While the framework may be consistent, the coaching conversations may not.
Empowers your team to solve their own problems.
Empowers your team members to generate their own solutions.
Empower your team to build ownership and accountability.
Empowers your team members to tap into their individuality and build their confidence.
Empowers your team to become critical thinkers, questioners and communicators.
Builds impenetrable trust and more engaging, honest, enjoyable and collaborative relationships.
Empowers you people to achieve things they never thought were even possible.
Many leadership programs train in ideology rather than in developing a core competency or skill. Nothing more gets accomplished other than identifying another great concept in leadership, an overanalyzed theory, or an attribute the greatest leaders possess. Although they are sound principles, they're devoid of a specific, measurable process and a practical application that generates the results you seek. With a team of salespeople to manage, objectives to reach, and expectations to meet, you need measurable results fast! This module converts proven leadership coaching principles into actionable, measurable steps and a coaching framework that you can use consistently – starting today.
I have more to say here maybe a couple of bullets regarding the content that we can pull out of the longer course description I sent you. but I see you have some below.
I think we can use Keith’s video to welcome learners and introduce the course (description and benefits). We can summarize the key elements of description and benefits on screen to fit the course template. (Could be an auto-play video so that when the page opens, learners are welcomed with the video without having to click it.)
Once you complete this module, you’ll be ready to begin coaching your sales team with proven methods and tools.
Specifically, you’ll be able to:
Leverage the L.E.A.D.S. Coaching Framework that drives every coaching conversation
Facilitate an enrollment conversation that creates more buy in around change, while creating the opportunity for coaching to occur in practically every situation Effectively prepare for every coaching session Create a coaching culture within your team that fosters more collaboration, accountability and self motivation
We’ve been looking at some pretty big ideas so far, and we have several more to cover. I hope that you are beginning to realize the incredible power that coaching can unleash – power to transform the way you do business and live your life. But now, I need to ask you a question – just what is coachable? Is everything coachable? Are some things ‘not coachable’? Is it easy to define what is coachable and what is not? What do you think? [pause]
In this module we’ll look at what you, as a coach, should focus on with your reports. We’ll help you understand the performance gap, and talk about how coaching can help close just about any gap. We’ll see that most issues are coachable, but coaching isn’t the only solution to closing gaps. We’ll distinguish between coaching and training, and briefly look at which gaps are best addressed by training, and which are best addressed by coaching. In the end, you’ll be clear about that distinction.
As you work through this module, you might ask yourself these questions – and look for answers in the learning material. What is a performance gap? And how can I help my report identify the gap in their work? What gaps am I beginning to see in my own development, and within my team? What kinds of gaps are coachable, and which are better closed by other solutions, like training? What are the situations or scenarios within which I can begin to coach my team members?
If you can answer these questions for your own situation, you are well on your way to understanding the basic fundamentals of coaching and to developing a team of champions.
In this module, you will learn how to create a safe and open space for effective coaching to occur while eliminating any resistance to change. You will also discover how to position a tough conversation in a way that people would be open to hearing it without fueling conflict or confrontation. You will learn the art of enrollment which fosters a deeper level of engagement, commitment and buy in from those you manage, by aligning each persn's personal goals with company objectives. Now, they see what's in it for them and you can now communicative and collaborate as a unified front towards a shared vision.
Enrollment is an authentic, powerful way of communicating that grabs people’s attention, stimulates interest, and empowers others to embrace, support and believe in your position idea or philosophy. This motivates people to be open to your message without pushing them into agreement. Each of us can do so in a natural, conversational way that honors our personal strengths, talents, goals, values, passion and communication style while remaining open to co-creating greater possibilities.
In practically any scenario where it requires opening some one’s thinking, enrollment will become your go to strategy to bring about changes without push-back, prodding or resistance.
At this point, how much have you captured regarding how essential it is to master the language of Enrollment? If you want buy-in, mutual alignment, tap into peoples deepest inspirations and core values, and create a unified front focused towards one goal, you better make sure you have this communication strategy mastered. Hey, you want greatness? It starts with you and how you set your intention for them.
What if you can create universal and individual alignment towards shard goals,business objectives and a vision? Even with what you may consider difficult conversations, using the 6 steps of Enrollment, you'll never have a difficult conversation again, while creating alignment, and buy in around your ideas, changes and requests. Sound too good? Listen in and you tell me.
Butting heads with some people, co-workers or clients you can’t stand working with? Stressed and frustrated because they prevent you from getting your job done rather than help? This stagnates growth, productivity and revenue. There’s no reason to tolerate toxic relationships when all it takes is a conversation to repair and reinvent it. Here’s how to make your job easier, successfully work together and be the person everyone loves working with.
Managers complain about the coaching conversations going way too long, especially when they go sideways and uncover more than one Gap and area to work on. If you emphasize everything, you emphassie nothing. COACH ONE GAP AT A TIME. As much as I'd love it to be true, we can't solve world hunger in one hour.