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Nov 9, 2011 Executive Coaching, How to Manage Your Team, Sales Coaching, Sales Management, accountability, career coaching, coaching for managers, coaching salespeople, training for managers
Whether you’re a seasoned manager or just starting your career in management, one thing is for certain. When it comes to coaching, and more specifically, guiding a conversation with the artful and strategic use of well crafted questions, managers, regardless of age, location or experience, struggle with the right questions to ask when coaching.
After coaching thousands of managers and thousands of salespeople across the globe, I’m overly sensitive to the fact that great coaches coach from their heart, not from their head. However, just like learning anything new, such as how to swing a golf club, you’re initially focused on the mechanics of your swing, each movement, step by step. It is only after consistent repetition of the same movement, does it become your own. You stop thinking about the mechanics, and habitually just do it.
This also holds true when it comes to the questions managers ask when coaching. I certainly know there’s a multitude of different questions you can use in any coaching conversation. However, when the best ones are used and used consistently, the conversation becomes magical and both the coach and coachee walk away from that experience feeling great.
That’s when this shift happens; the coach starts recognizing positive results from coaching and as such, begins to trust their intuition, their gut, their coaching abilities and their instincts more and more. The byproduct? The right questions just show up naturally and organically within the conversation. But you still need to start with a baseline of best practices as a solid foundation to build from before you can make it your own and leverage your own style, strengths and personality into your coaching.
That’s why I’ve listed ten coaching questions here which I’ve used over the years that I have found can work in practically every conversation you have. These questions will guide the person to greater accountability and ownership of the problem so that they can in turn, develop their own solution or create a new possibility.
Of course, depending upon the conversation, you may not need to leverage every single question. However, as you use them throughout your coaching efforts, you’ll start recognizing how many of these questions you need and which ones are the most appropriate. Keep in mind, if you don’t have a great manager or a coach in your corner, you can also leverage some of these questions for self-coaching! (Just don’t argue with yourself over the responses you hear! ;- )
1: Can you share the specifics of what’s going on?
2. What is the outcome you’re looking to achieve here?
3. What have you tried so far?
4. How have you handled something like this before? (What was the outcome?) Why do you feel this is happening?
5. What’s another way to look at this/respond? What else can also be possible/true? (And…..?)
6. What’s another solution/approach that may work (which you haven’t tried yet)?
7. What’s the first thing you need to do to (resolve/achieve this)?
8. What resources do you need? (Who else do you think needs to be involved in this? How else can I support you?)
9. What are you willing to commit to doing/trying/changing (by when)?
10. When should we reconnect on this to ensure you achieved the result you want?
BONUS QUESTIONS: If you sense any resistance to change or a lack of ownership around the issue, goal or problem, you can weave in one of these questions here:
*What would it mean to you if you could (achieve this, resolve this, etc….)? (This question helps the person visualize what’s in it for them – and it’s the thing that they want rather than the manager trying to tell or ‘sell’ them on what the benefit is.)
*How would this impact/affect you (your team, career, etc.) if this (continues, doesn’t change, doesn’t get resolved)? (This second question enables the person to see/articulate the measurable cost of not changing vs. being told the negative consequence. Remember, if they say it, then they own it.)
Know a great trainer/coach/facilitator? We’re hiring! Send an email to jobs(at)profitbuilders.com for more information.
May 24, 2011 Communication, Executive Coaching, How to Manage Your Team, Leadership Academy, Live Responsibly: Life Tips, Great Living, Sales Coaching, Sales Management, coaching for managers, coaching salespeople, management tips, training for managers
In my last post which you can read here, I shared a template that any manager can use when beginning the process of enrolling or re-enrolling their direct reports in a coaching relationship. And as I had mentioned, after reading the template, you, like many of the managers who read this, may have one of these three common reactions, which we will explore in great detail here, in order to illustrate a potential trap managers fall into which you can avoid by turning a potential weakness into one of your greatest strengths. To recap, here are the three common reactions to the template I previously shared.
1: “This template sounds great! I can’t wait to use this.”
2: “It sounds good, however, I would tweak it a little bit so it sounds more like my style.”
3: “The message sounds good, however, I would never tell my reports that I’m first learning how to coach or how to do it better and that I learned how to in a course.”
Below, I’ve commented on each of these statements, along with a lesson managers need to be mindful of when leading and coaching their team.
1: “This template sounds great! I can’t wait to use this.”
Clearly, this comment is from a person who values powerful communication 
. The fact is, while this is the way in which I may position how to best enroll people in coaching, as well as those who respond in this fashion, we need to be mindful of each person’s style of communication and align it with who we are as individuals, which leads us to the second comment below.
2: “It sounds good, however, I would tweak it a little bit so it sounds more like my style.”
This makes perfect sense. After all, it is a template. While I certainly endorse refining the message so it fits your personality and communication style, be mindful of balancing this out with your style, while ensuring that the proper spirit and intention of the message stays intact. And isn’t that the essence of true coaching anyway? Honoring each person’s individuality.
3: “The message sounds good, however, I would never tell my direct reports that I’m first learning how to coach or that I’ve discovered how to coach better and that I learned how to in a course.”
This is the most interesting of the three reactions I hear and potentially the most dangerous comment I feel compelled to explore and better understand each time I hear it. Inevitably, what I uncover behind this comment is this. The manager’s ego is getting in the way and there’s some perceived fear about being this transparent with your direct reports. Most often, I find that it’s an assumption that’s being made about what it means to be a great leader and as such, there’s a perceived level of weakness some managers feel they would be displaying to their people if you imply that you are less than perfect or don’t know something that you, as a manager feel you should already know because your people expect you to know it.
When I address this, quite often, managers are quoted saying, “Well, if I let my people know I’m just learning how to coach now, I’m essentially admitting that I don’t know how to coach effectively already, which is something I should already know how to do, being a manager. I can’t let my people know this. They already expect me to know how to manage. Sharing a message like this is a sign of weakness and a surefire path to discrediting me and my value as a manager.”
If you fall victim to this line of thinking, take heed of this warning and insight.
Set Yourself Up for Success Not Failure: Lets follow this initial and slightly warped line of thinking through to completion. So, there you are in a meeting or a one to one conversation with someone. Or maybe you approach your team and you position yourself as the master coach, even though you’re at the apprentice stage. As such, your people now think you’re Super Coach and expect that level of coaching from you. Fast forward to the first coaching interaction you have with them. What might their expectations be of you and the value you deliver to them? And when you don’t deliver on this expectation, or if the first coaching conversation is not effective or less than ‘perfect,’ what message have you sent to your people? What if you made one of the many cardinal coaching mistakes that managers often make when they first start coaching their employees? If you’re now the self proclaimed master coach, you don’t have any margin for error or room to course correct.
Subsequently, what experience have you now created in your staff’s thinking? The collateral damage that ensues is this. Your staff now feels that coaching doesn’t work, or that you, my friend, are a horrible coach! Do you think your people are now looking forward to their next interaction or coaching session with you? Moreover, if a manager truly feels they “know how to coach,” and find the coaching they deliver is ineffective or is met with resistance, I often see managers evaluate this experience, NOT from the position of, “Hmm, maybe there’s more to this coaching than I thought. Time to re-evaluate my approach and skill set” but from the position of, “It’s not me, it’s coaching. Coaching doesn’t work for me, my team, my company, (my country, and so on).” Now, despite the fact that coaching is now perceived as negative or ineffective through the eyes of the employee and/or the manager, the face of coaching is now tarnished and the value of coaching is discredited as a result of faulty positioning, poorly set expectations and subjective, inaccurate assumptions around this less than desirable outcome.
And the damage doesn’t end here. If you perceive yourself to be omnipotent, then what are the expectations you place on your team and the message you’re sending to them? I’m not referring to the expectations you have of them around their goals, position, performance and what they are expected to produce but how they go about producing them and in what type of atmosphere. I’m referring to the culture you have created that fosters or inhibits a breeding ground for success.
For example, do you, as the manager allow for your people to fail? To take calculated risks? To embrace their mistakes and learn from them and from other people’s mistakes? If not, do you think your team is getting it right every time? While I hope no manager out there is naive enough to think this, sometimes we act as if our people “should” be getting it right each time, every time! What you may want to consider is this. If you have no tolerance to mistakes, if you don’t model this and create the space that allows your people to grow from each experience both good and not so good, do you think you’re going to be the first person to hear about a problem or challenge? For example, are you the first to know when one of your better performers are leaving or the last? Do you really know why they’re leaving?
Do your people come to you for advice? Do you find that they are fully comfortable being truthful, honest and transparent with you? If not, this comes at a great cost and it’s often the result of the atmosphere the manager created. Chances are, you are battling many fires because your people simply don’t want you to know about the problem until it’s often too late or you now have to get involved. And at this point, the challenge has now become a blazing inferno!
So, how can you begin to change yourself as well as the culture you’ve created? Start with this. Don’t Should On Yourself or Others. What’s a “Should?” It’s the excrement of someone else’s agenda or a costly assumption that’s based in judgement! It’s bad enough when we should on other people (as in, “They’ve been selling this product forever. They should know how to handle every customer interaction by now!) Do yourself a favor and don’t should on yourself, as in, “I’ve been managing for 15 years now! I should know how to do this coaching already.” Well, if you’ve never been exposed to something, should you already know how to do it? I don’t think so. If you’ve never played golf before, should you already be a scratch golfer right out of the gate or during your very first round? When it comes to to learning how to be a better coach, this also holds true.
Management is a tough job to begin with. Coaching, while it makes your job infinitely easier and more enjoyable, is still a learned and practiced skill. There’s no need for you to make this process any harder on yourself by setting yourself and your people up with unrealistic expectations that breeds greater frustration and failure. So, don’t beat yourself up over this. Instead, give yourself a break, recognize this is a new discipline and skill to develop and learn how to coach!
Now, lets play out the other side of how this can go down. That is, you let your people know that you are, in fact, learning how to coach or coach more effectively. You inform them that there may be some ‘wet paint’ on some of your first coaching interactions and that you may not get it perfect the first time. In turn, you let them know that, “My commitment to you is to learn from every conversation how I can continually become a better coach for you and what style of coaching you respond to best in order for you to get the most value from our coaching.”
Subsequently, during that first coaching interaction, when you don’t deliver masterful coaching, haven’t you already set up realistic expectations on the side of your direct report? In turn, they will be more forgiving and understanding of your efforts, where you are at and what you are trying to do for them. They will actually want you to succeed at this because the coaching process is something, as the template I shared with you in my last post suggests, that you are both learning about and going through together.
Not being the best or not having all the answers is not a sign of weakness but a sign of strength. That is, a sign of being human. People want to be led by someone they can connect with, who’s real, not the perfect robot. Coaching is harder than most managers realize and takes months to get it right, while developing the ongoing and sustainable coaching culture you want within your team. There’s no need to put undue stress on yourself nor your people as you go through this transformational process.
Moreover, those really great managers are bold enough to ask for feedback from their employees on how they can make their coaching even more effective and what they can do to improve every coaching experience in a way that would deliver more value. Doing so also stimulates the law of reciprocity. That is, if I, your manager, am comfortable getting feedback from you, then you’ll be more open and receptive to receiving feedback from me. What does this create? Trust, confidence, loyalty and an all around healthier, more productive atmosphere where everyone can grow and thrive because the manager created the space for this to be possible.
Yes, this second line of thinking – the more honorable, realistic and honest approach – is going to give you the space you need to get it right (eventually) and the opportunity for you to scrape your knee a few times before you do. What does this make you? Human.
Don’t Forget; Managers Are People Too. People want to be managed by someone they can connect to. Someone who’s real, authentic and yes, human. While they want to look up to you for guidance, advice and mentoring, they also want to feel comfortable knowing that you’re not perfect (yes, as shocking as this may seem) and that you, too, can learn every day how to better even your best. Besides, if we model what is possible for our people; not only what they can aspire to achieve but also how they can be as a person, then think about the message you’re now sending to your team? That it’s okay to be honest, to be authentic and transparent, to share your challenges, to share your concerns – all in the spirit of being able to learn and grow from them.
Now, think about what might be possible if you created this type of environment within your team? Imagine how that would affect performance, attrition and results? What would this do to the level of collaboration and the quality of communication as well as output amongst your people?
So, I encourage you to experience what it feels like to remove your big red cape for a while and put aside your alter ego as a super hero. I guarantee you, it’s refreshing and personally rejuvenating. While I know there are some managers who will read this and react with a list of reasons as to why this is impossible to do, that it can’t be done or how hard it would be to create this new culture, remember one thing. Who created the current environment that exists within your team today? No, you can’t keep blaming it on the company and that it’s the overall culture of the company that has to change. Why? Because at the end of the day, your people talk with you every day. In essence, you are the company – in every conversation and during every interaction. This is something that you can influence all on your own. The good news, is, this change does start with you.
May 20, 2011 Communication, Executive Coaching, How to Manage Your Team, Sales Coaching, Sales Management, coaching for managers, coaching salespeople, coaching tips, training for managers
In my last post which you can read here, I shared a template that any manager can use when beginning the process of enrolling or re-enrolling their direct reports in a coaching relationship. And after reading the template, you, like many of the managers who read this, may have one of these three common reactions.
1: “This template sounds great! I can’t wait to use this.”
2: “It sounds good, however, I would tweak it a little bit so it sounds more like my style.”
3: “The message sounds good, however, I would never tell my reports that I’m first learning how to coach or how to do it better and that I learned how to in a course.”
Before we explore these three points, lets dissect the intention behind this template and what each section accomplishes. I’ve broken the template into four distinct sections below.
1: “What I want for you is to experience the level of fulfillment and success that you really want in your career.”
What This Accomplishes: This statement demonstrates the stand you are willing to take for your employees. This positions the conversation in the most engaging way possible and what they would want to hear most – something beneficial for them! Notice, there’s no hidden agenda the manager wove in this statement, which could sound like, “What I want for you is to make your number this quarter and have a job next month!” First, this type of statement states something specific that you want vs. what they want as in, “the level of success you want in your career.” Second it implies a negative (have a job next month) which doesn’t sound very empowering from the receiving end of that message!
2: “And, after completing this management coach training program, I learned that, just like technology continues to evolve, so does the way managers engage with their team in order to maximize each person’s true potential. Think about sports. The coach is there to make sure each player is always at the top of their game.”
What This Accomplishes: You’re providing a timely context as to why you’re introducing this conversation in the first place. In addition, using analogies that people can understand helps solidify and build your case for coaching. More so, it makes the concept of coaching, which could be new to someone, something that’s more familiar to them so they can relate to and connect with coaching in a more comfortable way.
3: “That said, I learned how I can be a better manager and coach for you so that I can support you in a way that would make you even more successful. Keep in mind, this learning curve is something that we’re both going to experience together.”
What This Accomplishes: This is a critical component in this conversation. First, you’re letting your people know that you are learning something new that will make them even more successful. Second, you’re creating an environment where it’s safe for your people to learn and adapt to this change over time regarding how you’ll be engaging with them through coaching. Finally, it also gives you the space you’ll need to learn and improve on your coaching, especially if you don’t get it “perfect” the first time around (and trust me, you won’t). This way, you and your direct reports can walk away from every coaching interaction with an opportunity to evaluate and refine it, all in the spirit of continuous improvement to deliver the most value.
4: “So, I wanted to take some time to talk about what your perception of coaching is so that we can come up with a mutually agreed upon understanding and definition of coaching, set some measurable expectations and parameters around our coaching and what I can do to make this the most valuable experience that I can for you. How do you feel about discussing this? Are you open to discussing this now?”
What This Accomplishes: This is all about taking their pulse, evening the playing field and setting the expectations of what coaching is, including what your role will be as a coach, as well as the role of your employees. It also provides for the opportunity to create a universal understanding of what coaching is, which addresses any limiting assumptions and concerns around coaching. After all, what if the person you’re speaking with had a horrible past experience being coached? Or, what if they perceive coaching as something you do to fix someone or is only used for underperformers?
If not addressed, these assumptions and experiences that your people are carrying around will most likely get in the way of even your best efforts. Most important, this dialogue focuses on them and what they want from coaching, and not about you and what you want.
Finally, the last two questions provide the person a chance to share their feedback, and whether or not it’s the best time to engage in this conversation. After all, depending upon the timing and when you approach someone will determine the level of engagement or disengagement you can expect. Sure, you’re their boss and the ‘have to’ listen to you. But what if the person you want to speak with just had a really bad conversation with a customer, lost a deal or is simply having a bad day? Pushing a conversation on someone when they’re not in the best state of mind to receive it will be the difference between them simply hearing you and the words coming out of your mouth and being engaged with you and bought into what you’re saying.
In my next post, we’re going to explore the three most common reactions I hear from managers which I mentioned early on in Part Two here. There’s an important lesson and potential pitfall that managers need to be acutely mindful of and avoid if you want your coaching to land well, so keep your eye out for Part Three!
May 19, 2011 Communication, Executive Coaching, How to Manage Your Team, Sales Coaching, Sales Management, coaching articles, coaching for managers, coaching salespeople, coaching tips, management tips, training for managers
As a manager, you may believe in the importance of coaching. And in my line of work, I know lots of managers who see the value in coaching their direct reports. However, there’s another population of managers who not only see the value of coaching their team but also realize how important it is to deliver effective coaching, which means learning how to do it right.
These managers realize that delivering bad coaching can be more damaging than delivering no coaching at all! And for many of these managers, especially after reading my book on coaching or attending my management coach training program, they realize, in their words, “Well, I thought I was coaching my team but after what I’ve learned here, if I was to be honest with myself, I really wasn’t. It was more directive and prescriptive advice or telling them what to do than it was coaching.”
Given this insight, some comments and questions that follow in the wake of this epiphany are as follows.
“Okay, so lets say I have not officially been coaching my team as of yet nor have I rolled out any structured coaching program. How do I introduce coaching in a way that they would be open to exploring it?”
Or, maybe you fall more in this camp of managers:
“What if I have been coaching my team but realize that my coaching is not as effective as it could be. I readily admit I fell into some of the common traps managers find themselves in when attempting to coach. How do I roll out coaching in a way that would make them open to discussing it? How do I re-introduce coaching to my team? What does that conversation sound like?”
Here is an example of the language any manager can use when beginning the process of enrolling or re-enrolling their direct reports in a coaching relationship.
“What I want for you is to experience the level of fulfillment and success that you really want in your career. And, after completing this management coach training program, I learned that, just like technology continues to evolve, so does the way managers engage with their team in order to maximize each person’s true potential. Think about sports. The coach is there to make sure each player is always at the top of their game. That said, I learned how I can be a better manager and coach for you so that I can support you in a way that would make you even more successful. Keep in mind, this learning curve is something that we’re both going to experience together.
So, I wanted to take some time to talk about what your perception of coaching is so that we can come up with a mutually agreed upon understanding and definition of coaching, set some measurable expectations and parameters around our coaching and what I can do to make this the most valuable experience that I can for you.
How do you feel about discussing this? Are you open to discussing this now?”
Okay, so what do you think? There are three common reactions I hear after sharing this template with managers. Actually, the most common reactions I hear from managers will appear in my post tomorrow, along with the methodology of this conversation, as we dissect each part of this template.
Apr 22, 2011 Executive Coaching, How to Manage Your Team, Live Events, Sales Management, coaching for managers, coaching salespeople, seminars, training for managers
In my prior post which you can find here, I shared with you the review of my management coach training program that I delivered in Asia. Here, you’ll find the detailed opinions and testimonials of many of the delegates who participated in these two events hosted in Malaysia and Singapore. (Click on the picture above to view the larger picture of this group. You can find me in the first row, middle.) While it reads like a ‘who’s who’ when it comes to large international companies and the titles of these delegates, what’s more important is the collective opinion and synergy, which is this; coaching is the essential and missing discipline amongst management today which is the single most important skill managers and executives need to develop in order to retain top performers, increase sales, expedite their sales cycle, enhance relationships, create buy in around change and develop their people to realize their fullest potential.
Gaurav Hazra – Head of Sales, Oracle (India)
The trainer was amazing. He is the best in sales. I found the assumptions and the isolating very beneficial.
Yong Chung Shin – Product Manager, Ummi Surgical
SUPERB!
Darren Kong – Sales Manager, Merck Sharp & Dohme
Keith was full of energy and precise tactics to effective coaching.
Adam Thng Woi Yong – Sales Training Manger, GlaxoSmithKline Pharmaceutical
Keith is a great presenter and facilitator. He provides not only the tool for coaching but he makes it very real and relevant. The content of the event is not only excellent in concept but are practical and realistic; hence we can immediately see how we can bring it into the workplace.
Micheal Tan Kim keong – Chief Relations Officer, B. Braun Medical Supplies
In these two days of training, I managed to take away from Keith the true essence of coaching; what coaching is really about and the value of coaching in the corporate sector. It definitely helps me in my profession because I’ve acquired new skills in particular abut enrolment and also about not making assumptions. These are definitely the key aspects that I managed to take away and I will put it to use when I go back to work. I would strongly recommend it to other colleagues as well as internal and external friends of mine to attend this training; especially by Keith Rosen. Keith epitomizes the essence of coaching. Well Done!
Steven Wong – National Sales Manager, Merck Sharp Dohme (MSD)
Keith is a competent trainer who knows the subject very well. The training was filled with good examples and good lessons.
Ekvin Chia – Division Manager, Henkel (Malaysia)
Kexxel Group presented a great speaker. He inspired me to open up enormous possibilities in coaching!
Kelvin Hwang – National Sales Manager, Astra Zeneca
Keith definitely knows his stuff. He’s very passionate and practical and he delivered very practical tips.
Odette Schweitzer – Business Unit Manager (Key Account management), Novartis (Singapore)
The most important thing that I have learned during this course is how to be an effective coach. I’ve learned the coaching models; which was very valuable for me. What made this course unique was that it was more practical. And then it actually showed you how you should be doing this communication and we went through very real examples so that we can actually take those examples back and use them in our real lives. Since I’m managing a business unit at Novartis, I need to be able to lead my people and help support them. I think I can use these techniques and the approaches here in the session to be a more effective coach, and then you can start using them right away. I have to say that I was really impressed with the course; the presentation is really engaging. I liked how it was very interactive. I liked that we had to do actual cases because when you have to practice, that’s when you better understand how to actually use the materials and approaches and it wasn’t just a lecture. And also, I felt that it was relevant to all levels of management as well as other industries.
Kamini Sengalrayan – Sales Training Manager, GlaxoSmithKline Pharmaceutical
Keith was a good facilitator. He shared his experiences and handles questions from the audiences very well. The flow of the content was good. I was able to learn and apply what I learned. The sharing from the audience was delightful as well.
Seo Tho Wee Siang – Sales Manger, Astra Zeneca
Keith delivered a clear presentation which was very easy to understand. He was able to provide related examples as a method of practice. The event was definitely related to my job scope.
Vincient Leong – Regional Sales Director, Biosensors International (Singapore)
Brilliant trainer and organizer. The interaction with everyone present was so good!
Rudy Lim – Sales Training & Development Manager, Henkel Group (Malaysia)
There are so many things that I have learned during this course. One thing in particular of course is the best practices of coaching. I guess coaching is about the focus key focus and development of people and one of the key aspects of what I received during these two days is about training myself. I am a professional trainer for my company, so some of the takeaways from this event have sharpened up my skills and have increased the leverage of my capacity as a trainer and coach as well. And of course to bring it forward to the very people that I am training. I would give this training a 100%! To those who have not attended, not only on the sales aspect, but mangers, administrators and all; the total package of those involved in coaching: I think this is a very good program to take. Congratulations Kexxel Group! I think the trainer gave all his passion in wanting us to learn and he is articulate; his stories, directions and explanations create a very good understanding for participants!
Corrinne Lim – Regional Sales Manager Asia Pacific, Biosensors International Group (Singapore)
The trainer is one of the most dedicated trainers that I’ve met and he really takes the time to address everyone’s questions.
Peggy Chan – Sales Manager, Biosensors International (Hong Kong)
Keith is such an experienced trainer. He answered all of our questions at ease!
Mike Cornock – Sales Manager, Oracle Corporation (Australia)
The trainer really engaged the audience. He has lots of energy. I learned the methods of interpreting peoples’ thoughts.
David Wei – General Manager Southeast Asia, Colourcon Asia Pacific (Singapore)
An excellent trainer and an equally excellent organizer!
Shirley Tan – Regional Sales Manager, Biosensors Interventional Technologies (Singapore)
Kexxel Group brought in an excellent speaker. He is very Knowledgeable. The coaching and the sharing of experiences were the highlight of this event.
Akvyn Toh – Assistant General Manager, Inter-ROll Bearings (Shanghai, China)
The trainer is very approachable and always encouraging. The event provided a different perspective to the same situation we face. I learned how to get people to think differently rather than the norm.
Cahyo Mulyono Sugiarto – Country Business Manager, PT Henkel (Indonesia)
I learned a very important thing by attending this event. This training showed us that it is a fact that many managers are doing the directive; like directive questions and also leading – asking the sales team to do everything. Many of them also assume when they are working. But through this training, we were brought to realization that we should not assume during work. It is better if we do the questioning and listening on what actually happened to get to the cause of a problem rather than making assumptions. In my profession now, I am leading my teams and it will help me so much because I learned the effectiveness of coaching to pass to the sales team as well as the sales manager – It will definitely be very effective and the team will be very motivated. Also, this will be a method to retain our top performing employees. I feel that this is a very good combination and to those who have yet to attend this training, I suggest you attend it as it is a good opportunity for us to understand the way of coaching our sales team effectively. I hope the very best for Keith.
Cheat Yuet Mun – National Sales Manager, Biosensor International Technologies
Keith Rosen gave clear ideas which were supported by real case scenarios. It was simple and not over cramped and I found the main strength of the event in the sharing of real case scenarios together with the role plays that were followed by the lecturers.
Colin Yap – Regional Sales Director, Biosensor International Technologies.
Keith is very knowledgeable, speaks very confidently, clearly and he’s also very friendly. I have thoroughly enjoyed myself during this training session. The event was very well organized by Kexxel Group. The topic provided was a good refresher especially on the area of managing people.
Kelvin See – Business Unit Manager, B. Braun Medical Supplies
Keith Rosen brought simplicity to the word coaching. I found the sharing of different insights into coaching and how it can be implemented structurally through the L.E.A.D.S. framework very beneficial. Kexxel Group – Good event planning!
Ebrahim Ong – Assistant Sales Manager, Medi-Life
The masterclass was a great event! Keith was direct and clear on the topic and handled the presentation with great precision!
Frederick Wong – Product Manager, Medi-Life
Keith Rosen- what an energetic and inspiring trainer! The content of the training was really good. Very good training!
Rajiv Matthews George – Chief Engagement officer, Harvest Global Resources
Keith Rosen is definitely a role model coach. By attending this event, I am now able to sharpen some of my coaching skills. I thank Kexxel Group whole heartedly for bringing Keith Rosen to Malaysia!
Sharon Francis Corporate Sales Assistant Manager, Royal Selangor Marketing
Keith did an excellent job in relating the key points to our daily tasks. It was certainly related to coaching. I am in a position to coach my direct reports on a daily basis. By attending this training, it has opened up my perception to be an effective and PRACTICAL coach. I liked what I saw and heart no complaints here!
Max Liow Yuh Foong – Senior Sales Manager, Scott & English
Keith delivered a good presentation; easy to understand.
Jennifer Foo – Area Sales Manager, Medi-Life
Keith was very innovative. He had loads of creativity. The training was very good.
Koh Anne Jee – Assistant Sales Manager, Ummi Surgical
Keith was really informative and motivating. I learned practical methods of coaching by attending this training.
Subbiah Maheson – Director of Sales & Marketing, Durrah Beach Resort/Dallah Hotels & Resorts (Saudi Arabia)
The presentation, materials, and course content were just excellent! The environment of the training, registration and event coordination was very good; handled very well
Calvin Tan – National Sales Manager, Astra Zeneca
Keith provided me with a different insight into what exactly is coaching all about.
Ruzi Rani Ajith- Senior Vice President, Institutional Sales (CIMB Investment Bank)
This training has given me a different perspective of leadership as it is integrated with coaching and I think it is very vital for being the new leader. The trainer provided the insights of coaching and leadership which was very relevant in giving the edge to stay competitive. I think that this is a training that leaders should not miss out because it would give them a very strong competitive edge against competitors. If they would want to be number one, they should have this kind of knowledge. Keith has given a different perspective about coaching and leading and it is very practical and relates to the current world. Kexxel Group, thank you for organizing this event and bringing in a renowned speaker. You have done a very good job by bringing world renowned speakers which is truly valuable to all of us here!
Shahril Hisyam – Assistant Sales Manger, Medi-Life
Keith Rosen was really a very good speaker and facilitator.
William Ch’ng – National Sales Manager, Astra Zeneca
Keith Rosen was very articulate in conducting the training. The event was nicely spaced out. There was a good control of participants.
Clinton Walker – Business Unit Manager, B. Braum Medical Supplies
Keith has the ability to engage the topic to suit our working experience. The way the topic was relayed was very interesting to understand.
Nancy Wong – Business Development Manager, B. Braun Medical Supplies
Keith’s session is practical and the advice given was excellent! He highlighted the fundamentals of being a leader, which is essential in life.
Siva Parthiban – Senior Sales Executive, Scott & English
Keith was well prepared and friendly. The event clearly met my expectation.
Lay Ah Peng – Sales Manager, Ummi Surgical
Keith Rosen was very motivating!
Johnnie Ang – Sales Manger, Scott & English
Keith Keeps the presentations exciting and funny. He grabs hold of our attention and keeps it!
Elina Wirjakusama – Head of Sales & Distribution, PT Bank DBS Indonesia
Keith is fabulous. He is a very inspiring trainer and has really mastered the topic. He makes me feel how powerful coaching is to increase the performance of my team without making me feel like the super leader who could easily resolve problems from my direct reports
Evelyn Tea – Sales Training Manager, GlaxoSmithKline Pharmaceutical
Keith is energetic. His coaching questions have helped me in doing a more insightful job on coaching. He delivered a good presentation.
Stephanie Lee- Area Sales Manager, GlaxoSmithKline Pharmaceutical
Keith encourages learning and puts emphasis on common mistakes to be eliminated hence ensuring participants maximized learning. There is ample of time allocated for interactions and case dissecting as well.
Abdulkarim Al-Fraih- Business Development Manager, Al-Jazirah Engineers & Consultants (Saudi Arabia)
I find Keith very good in delivering his message. The event was very interesting and I learned new management strategies.
Siew Etaine – Sales Force Effectiveness Manager, Merck Sharp & Dohme
Keith was able to engage with participants. There was good group work and time management.
Foo Chee Thong – Specialist Learning Officer, Harvest Global Resources
Keith is clearly a good presenter. His sharing is powerful and his coaching insights are deep and full of practicality. His strength also lies in the “involvement” methodology where participants actively participate in the session. The application of the L.E.A.D.S. model was very good. Good job!
Seno Wibowo – ADC Training Manger, PT Commonwealth Life Indonesia
I learned the transformation involved in from a coach to a leader. Becoming a coach doesn’t necessarily mean you have to lead and direct but it means to listen and facilitate. Since I am a trainer, and one of the roles of a trainer is to give the coach training, I have to share the knowledge not only to the trainee but to the leader as well. So I would like to lead a similar program from being a trainee to coach. This training is not only good for leaders but it is also good for directors because we gain the same knowledge and skills even if we have a different perception.
Apr 22, 2011 Executive Coaching, How to Manage Your Team, Live Events, Sales Coaching, Sales Management, coaching for managers, coaching salespeople, seminars, training for managers
Below is the press release that the event organizer just sent out. This was the group who invited me to Asia to deliver my management coach training program in Singapore and Malaysia. It was an incredible experience personally to travel to this part of the world and meet so many great managers who are truly committed to their growth as a leader by becoming more powerful and effective coaches. I’m deeply appreciative of the opportunity to make the impact I did through my program. While there always exists certain cultural nuances in every part of the world (both in company as well as in geographic location), what follows is more evidence to reinforce that coaching truly is a universal language. Here’s the release:
(2011-04-19) Kexxel Group: Keith Rosen Coaching Salespeople into Sales Champions a HIT in Asia!
It was yet another fantastic event by Kexxel Group, this time featuring Keith Rosen master of Sales & Sales leadership. The coaching session which involved 42 delegates was held on the 4th and 5th of April 2011, at the Prince Hotel Kuala Lumpur, and 21 delegates on the 7th & 8th of April at the Hilton Hotel, Singapore.
The coaching program was facilitated based on one of Keith’s internationally acclaimed books, Coaching Salespeople into Sales Champions. The Masterclass training program, which was attended by top sales managers, VP’s and personals from various top organizations, was facilitated exclusively by the award winning columnist & speaker, Keith Rosen. Here’s what one delegate had to say about this event.
Keith is a competent trainer who knows the subject very well. The training was filled with good examples and good lessons.
Steven Wong, National Sales Manager – Merck Sharp Dohme (MSD)
Keith’s book was the winner of the 2008 Sales Leadership Book of the Year, the World’s Best Business Books of 2009, and the Top 10 books to read in 2010.
The two day coaching program was said to be fun and energetic. You could almost feel the energy in the room from the participant’s interaction with each other and with the facilitator himself.
Through group discussions and presentations, the coaching session felt lively, and the participants claimed they did not feel it was a jam packed session, instead it was well spaced out.
The trainer really engaged the audience. He has lots of energy. I learned the methods of interpreting peoples’ thoughts. Kexxel Group ran the event very well!
Mike Cornock – Sales Manager, Oracle Corporation, Australia
One of the methods used by Keith during this program involved role playing via timely and relevant skill practice scenarios. This method enabled the participants to share and tackle their day to day sales challenges and also receive feedback and coaching from the “Sales Guru” himself. As it was a very interactive batch, the participants were able to vent out their thoughts and frustrations related to the topic, and advise each other on different methods on how to face and overcome their daily sales challenges heads on.
Keith is fabulous. He is a very inspiring trainer and has really mastered the topic. He makes me feel how powerful coaching is to increase the performance of my team without making me feel like the super leader who could easily resolve problems from my direct reports.
Elina Wirjakusuma, Head of Sales & Distribution – PT Bank DBS Indonesia
Keith also shared his own personal experiences with the delegates, together with a whole load of tips based on his award winning book.
Here are what some of the other delegates had to say after the training program:
The trainer provided the insights of coaching and leadership which was very relevant in giving the edge to stay competitive. Kexxel Group, thank you for organizing this event and bringing in a renowned speaker.
Ruzi Rani Ajith, Senior Vice President, Institutional Sales – CIMB Investment Bank
Keith is a great presenter and facilitator. He provides not only the tool for coaching but he makes it very real and relevant. The content of the event are not only excellent in concept but are practical and realistic; hence we can immediately see how we can bring it into the workplace.
Adam Thng Woi Yong, Sales Training Manager – GlaxoSmithKline Pharmaceutical
I have to say that I was really impressed with the course; the presentation is really engaging. I liked how it was very interactive. I liked that we had to do actual cases because when you have to practice, that’s when you better understand how to actually use the materials and approaches and it wasn’t just a lecture. And also, I felt that it was relevant to all levels of management as well as other industries.
Odette Schweitzer – Business Unit Manager (Key Account management), Novartis, Singapore
In my profession now, I am leading my teams and it will help me so much because I learned the effectiveness of coaching to pass to the sales team as well as the sales manager – It will definitely be very effective and the team will be very motivated. Also, this will be a method to retain our top performing employees. I feel that this is a very good combination and to those who have yet to attend this training, I suggest you attend it as it is a good opportunity for us to understand the way of coaching our sales team effectively.
Cahyo Mulyono Sugiarto – Country Business Manager, PT Henkel, Indonesia
For the full list of testimonials and pictures on the events, view my next blog post here.
Apr 13, 2011 Communication, Executive Coaching, How to Manage Your Team, Live Responsibly: Life Tips, Great Living, Sales Management, accountability, career coaching, coaching for managers, coaching salespeople
It doesn’t matter where I deliver my management coach training program. Whether it’s in Europe, the U.S., or even during my recent trip to Malaysia and Singapore, there is still some confusion (and even resistance) about when it’s appropriate for the manager to bring their agenda to a coaching conversation and when to park it at the door. I still attest that the most challenging thing for a manager to do (or not to do) when delivering authentic, effective coaching is to detach from the outcome during that conversation and unhook themselves from their own agenda when speaking with someone. While doing this may sound practically impossible to some managers, it is not.
Now, I’m certainly not suggesting this is easy. Of course this is challenging to do! After all, you, as the manager have goals and numbers to reach. Your success is in effect, tied directly to the success of your team and how well they do. I get that.
Here’s where the ‘however’ comes into the equation. Lets distinguish between two types of conversations you have with your direct reports. One is where you have an agenda. That is, there’s something you need them to do, or change or try. Maybe there’s been a change that’s been sanctioned from the top. Maybe a new policy or new compensation structure is being rolled out. Maybe there’s a need to conduct a specific customer, pipeline or forecast review. Or maybe you’re dealing with an underperformer and, given their responsibilities and the expectations in their position; mediocre performance is not an acceptable option.
Clearly you have an agenda and a defined goal or objective in this type of conversation. And that is okay! But do yourself a favor. Don’t label this type of conversation as a coaching session. Instead, here’s where you can enroll that individual or your team in your agenda and create deeper buy in around what you need them to do in a way they are now engaged in the conversation and more willing to do it. Not because their boss told them they have to do it but because they see what is now in it for them and how they can benefit. That is, rather than going from “What” they need to do to “How” they need to do it, weave in the “Why.” Now, the conversation sounds like, “Here’s what we need to do, here’s why it’s important to you/what’s in it for you/our team/the company, now lets discuss how we can achieve this together.”
Conversely, if you have scheduled a coaching session with your direct reports under the premise that it is ‘coaching,’ they are to drive the agenda and you are there to support them in achieving what matters most to them. If this is the expectation you have set and then, during that very conversation you say something like, “I know you mentioned that you wanted to use this coaching session to talk about what the next step in your career looks like and how you can get there. However, before we do that, I have a few concerns about your performance that I think we should address first.”
BAM! You just blindsided them. The old ‘bait and switch!’ I can guarantee you this. If you engage in this tactic, it is a surefire strategy to erode the very fabric of trust, as well as the commitment to their job and to the company that each manager is desperately looking to create within their team.
During a pure coaching session, it is the direct report who drives the agenda. That’s the value of coaching. They get to focus on what they want and what’s important to them, not what you want them to do. Coaching is not meant to be a performance review. That’s a separate conversation, so treat it and schedule it as such. A pure coaching session is meant to be all about them, not about you. I know this may come as a shock to some managers, especially in certain cultures across the world (both in geographic location as well as in the culture of the organization,) that your direct report can actually have the space as well as the ability to tell you what they want or need rather than you telling them what they want, need or have to do.
To add to this confusion, even though at times you have a specific agenda that you need to address; whether it’s a deal review, forecast review or even when speaking with an underperformer, it doesn’t mean you won’t be coaching them. Realize that, at the core, coaching is simply a more powerful way to communicate. This richer form of engagement begins by asking better, well rounded questions that focus not solely on the result but on the process as well. And this can happen during every conversation you have.
Here’s an example to drive this point home. During a training event in London, a director in the U.K. made a powerful observation. He said, “Keith, there are times I have to get other people who don’t report to me directly to work with me or collaborate on a shared goal. These people can be other managers, stakeholders, partners, customers, even my boss. But it’s not like I will actually tell them I’m coaching them. Instead, I’m just going to ask them better, more strategic questions to drive deeper engagement and buy in. I’m going to get off of my agenda for a moment and take the time to better understand their point of view, respect their point of view and then together, collaborate on a new possibility we can both create together that would support our shared goals.” Bingo! That was his ‘aha’ moment and an accurate distinction as well.
To recap; although every conversation presents you with an opportunity to ask better open ended questions, draw a very clear line between a coaching session, a strategy session, a deal review, your agenda and a performance review conversation. If you continue to muddy the waters by poorly defining the boundaries around these distinct types of conversations, you are not only eroding trust but you’re leaving it up to people, especially your direct reports, to decipher what your real intentions are. And if you do not set clear expectations and honor them in every conversation, whether you like it or not, as human beings, our default file is fear. Consequently, through the eyes of your people, they are thinking, “What is my manager’s hidden agenda here? Why are they asking me these questions?” Then managers wonder why their people won’t open up to them!
The best managers are very clear about their intentions and expectations in every conversation and realize the collateral damage that can be caused when you continue to change the rules throughout the game. If you want to eliminate the majority of challenges and communication breakdowns that you are faced with throughout each day, while continuing to build the trust you need in every relationship, be mindful of how effectively you are managing the expectations in every conversation you have.
Mar 30, 2011 Executive Coaching, Leadership Academy, Live Events, Sales Management, career coaching, coaching for managers, coaching salespeople, seminars, training for managers
If you’ve been following my blog for a while, you know I rarely, well, never do public events. While I do keynotes at conferences, I don’t sponsor and coordinate live events, as most of my travel and training has been dominated by the work I do for my corporate clients.
Over the last few years since my book, Coaching Salespeople into Sales Champions has been released, I’ve been given the great opportunity to have most of my management coach training programs be consumed by the top Fortune 1000 companies in their respected sectors and industries, including consumer goods, technology, insurance, financial, manufacturing, communications, medical and pharmaceutical.
Well, next week I will be delivering the first public seminar of my program, Coaching Salespeople into Sales Champions; one delivery scheduled in Kuala Lumpur and a second one in Singapore. This is a two day program that’s rich with discussion and interaction to ensure the training sticks.
If you happen to be in the area, I’d love to meet you! So, feel free to stop by and say hello. Please note that there’s still time to register and attend. Below is the preliminary information regarding dates and location.
PROGRAM ONE:
Course Name: Coaching Salespeople into Sales Champions Master Class
Who Should Attend: Managers and executives
04 April 2011 – 05 April 2011
Prince Hotel
Kuala Lumpur, Malaysia
PROGRAM TWO:
Course Name: Coaching Salespeople into Sales Champions Master Class
Who Should Attend: Managers and executives
07 April 2011 – 08 April 2011
Hilton Hotel
Singapore
For more details on the event and how to register, send an email requesting more information to enquiry@kexxel.com
Mar 9, 2011 Books, Executive Coaching, Live Events, Sales Coaching, Sales Management, Surveys and Polls, accountability, coaching for managers, coaching salespeople
Some say you are judged by the company you keep. That said, I thought it was worth mentioning a notable achievement, one I’m proud to be a part of. I’m humbled and deeply appreciative to be inducted in the 2010 Top Sales Hall of Fame next to some of the greatest legends in the world of professional selling and leadership. Below is the release that went out. To my clients and readers, thank YOU, for allowing me to contribute to your success. I am forever grateful.
FOR IMMEDIATE RELEASE: Merrick, New York – March 09, 2011
Keith Rosen, founder of Profit Builders and award winning author, was included in the inaugural group of the Top Sales Hall of Fame in recognition for his outstanding contributions to professional selling and sales leadership.
Keith Rosen, a pioneer of executive sales coaching and founder of the global sales training and management coach training firm, Profit Builders, was inducted into the first-ever class of the Sales Hall of Fame.
The Sales Hall of Fame recognizes individuals for their outstanding contributions to Professional Selling and Sales Leadership. It was conceived and developed by Top Sales World, an international online community dedicated exclusively to the profession of sales and sales leadership.
The other legends in the field who were honored included Zig Ziglar, Earl Nightingale, Bill Brooks, Neil Rackham, Tony Alessandra, Brian Tracy, Jeffrey Gitomer, Lisa Richardson and Gerhard Gschwandtner.
“There’s an exciting cultural shift that’s occurring on a global scale within organizations today worldwide,” states Keith. “As someone with great visibility into these companies, there comes a great personal responsibility as a coach, trainer and subject matter expert to continually over-respond to today’s rapid changes in our marketplace and align them with the needs of sales professionals and management in a way that delivers measurable value and worthwhile results. These changes not only affect how we interact with our customers but more important, how management today communicates and engages with their team. Managers need to evolve in order to effectively recognize, continually develop and retain their top talent. This can only occur when managers become more effective coaches.”
Keith continues, “The solution to better retention and improved performance isn’t more training but better coaching. When managers become better coaches and learn how to coach their people around best practices and core competencies, it makes your training stick. Coaching then becomes your competitive edge to foster long term, positive changes in behavior.”
Jonathan Farrington, Chairman of the JF Corporation and Founder of the Top Sales Awards has this to say. “Keith is someone that I have known for a number of years. He is an outstanding author, coach and mentor, who is clearly right at the top of his game, and his knowledge of all things sales is extensive, if not unrivalled. His personal characteristics include; high intelligence, courage, compassion, empathy and integrity – all in very large helpings.”
When asked about the current state of affairs amongst management today, Keith responded, “Integrity is no longer a convenient buzzword people use to describe the characteristics of great leaders. Rather, the integrity of your leadership is challenged every day, in every conversation and within every interaction – with your peers, your staff and your customers. And these challenges don’t show up when it’s convenient. They show up at the most difficult and inconvenient of moments that truly define who you are as a leader. Managers desperately need to amplify their level of self-awareness and ask themselves this question every day; Am I an inspiring model of who I want my people to be and what is possible for them to achieve?”
What about the pushback managers encounter when it comes to everyone, (including upper management) embracing the changes they need to make in their management style, especially those result-driven managers who are hitting their goals? Keith states, “Trying to wrap your hands around what it will take to change the culture of an entire organization today is often like trying to turn a battleship. It can be very overwhelming. Instead, you need to remember the power each manager and even each person possesses when it comes to how you can truly change a culture – that is, one person at a time; one conversation at a time.”
About Keith Rosen and Profit Builders:
Keith Rosen is fanatical about increasing your sales, improving your business and helping you achieve what matters most. That’s why more top global organizations today chose Keith’s sales training and management coach training solutions to drive more sales. A globally recognized authority on sales and leadership, Keith is the CEO of Profit Builders, named the Best Sales Training and Coaching Company Worldwide. Keith has written several best sellers on time management, selling, prospecting and leadership coaching, including the widely acclaimed Coaching Salespeople into Sales Champions, winner of Five International Best Book Awards. Often featured in the media, Inc. magazine and Fast Company named Keith one of the five most influential executive coaches.
For more information about our award winning management coach training and sales training and coaching programs, call 516-771-1444 or email us at info@profitbuilders.com. Find more sales and management coach training videos and podcasts on ProfitBuilders.com. Subscribe to Keith’s newsletter, The Winners Path here.
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