Keith Rosen, MMC
May 28, 2009
By Keith Rosen, MCC

Through the Eyes of a Salesperson: Is Cold Calling Really Dead? Develop a Permission Based Prospecting Strategy to Set More Appointments with Qualified Prospects

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Lately, I’ve been getting a high volume of calls from sales managers and their salespeople struggling to meet their sales goals. So, let me paint you a visual of the typical scenario being played out through the eyes of a salesperson; one that you may be intimately familiar with.

You’re on your way to work and during your commute, you’re thinking about what you hope to accomplish that day.

You get to your office, sit down at your desk and open up your calendar. A concerned look sweeps over your face. “Only one appointment this week.”

You look at your pipeline and get that squirmy feeling inside your gut, as you realize your pipeline is not as full as it used to be. You’re wondering where you’re going to find your next prospect.

The uncertainty begins to sweep over you. The stress starts creeping into your body, for you realize you can’t keep procrastinating making the cold calls you need to in order to book more appointments with key decision makers.

You remember what your boss told you. “Your funnel is drying up,” he says. “You’ve got to get on the phone and make more calls to your existing clients and to new prospects if you want to meet your goals.”

“Okay I can do this,” you tell yourself.

You find some people to call.

You take a deep breath and start dialing their number. “C’mon just answer the phone,” you say to yourself.

“Voice mail.” You don’t leave a message because you never get your calls returned anyway.

You dial the second number on you call list. Someone answers the phone and you hear, “Mrs. Johnson’s office, how can I help you?”

“Great, another gatekeeper,” you mutter to yourself. You’re actually caught off guard that a live person answered your call. Thirty seconds later, after your valiant, yet ineffective attempt to connect with your prospect, you hear a pleasant but well trained, “No thank you. We’re not interested.” You’re off the phone with the gatekeeper in less than one minute, as she’s been conditioned not to take unsolicited calls, especially cold calls.

You dial the third and fourth number. No luck. “More gatekeepers,” you say. “Why can’t I get past them?” you ask yourself. You start questioning if luck is actually what you really need or if there is more to cold calling than you originally thought.

“Okay one more shot.” You push yourself to dial the fifth number on your call list.

Someone picks up. Shockingly, it’s the prospect! Maybe you’ll get ‘lucky.’ And knowing that you need to open up this call with something gripping and compelling to grab this prospect’s attention to the point where they stop what they’re doing and want to engage in a conversation with you, you say, “Um, Hi. Mr. Smith? Uh, this is Chris from ABC logistics. How are you today?”

Busy!” he says. And with that, he hangs up the phone.

Now, you’re depleted, frustrated and annoyed. You don’t understand why you’re unable to set the appointments with the prospects who you know you can help and therefore need to meet with. In a discouraging tone, you ask yourself, “Why won’t they talk to me? I know I can help them. If only they’d give me some time on the phone.”

You feel you’ve just wasted three hours of your day that you’ll never get back. In desperation, you cry out, “This cold calling thing doesn’t work for me! What else can I do to schedule meetings with more qualified prospects who can buy from me?”

And that’s when you ask yourself this toxic question which is often followed with a ‘yes’ that feeds the justification of your performance. “Is cold calling really dead?”

No, I did not have a hidden webcam secretly installed in your office, in case you’re wondering how I’ve been able to paint such a vivid picture that so closely resembles what you may be experiencing yourself. If anything, take some comfort in knowing that you are not alone and you can do something about it.

So, what is the answer? Is cold calling really dead? The answer is a resound, “Not even close.” Therefore, do not abandon cold calling! Cold calling is far from dead and I see evidence of this every day. After all, a majority of all Fortune 500 companies utilize some form of telephone prospecting every day.

Sure, I realize for many people cold calling and prospecting ranks right up there with getting their teeth pulled without the gas.

However, as an executive sales coach who has coached and trained thousands of salespeople over the years, here’s what I’ve learned very early on. It’s not that cold calling doesn’t work. Cold calling works fabulously well. It’s the way you’re cold calling that doesn’t work. In other words, consider that it’s more about your approach and cold calling strategy; what you say and how you say it – that is ineffective and what your prospects are unresponsive to.

So be careful. Most people who feel cold calling doesn’t work in actuality, have learned the wrong lesson.

For example, if I asked you to go outside and dig a ten foot deep hole with a spoon, do you learn the lesson, “Well, I guess I can’t dig holes very well” or is the real lesson; “If I had the right tools I would have been able to accomplish this goal faster, with less effort.” You see, it’s all about the tools you’re using when cold calling. Even if you handed Tiger Woods, one of the greatest golfers of all time, a pair of lefty clubs, while he still may outperform most golfers he would not be able to operate at his best, at the pinnacle of his potential, simply because he’s using the wrong tools. The same philosophy applies to your career and to cold calling.

Most salespeople sound exactly the same as every other person when calling on the same prospect, rather than develop their unique and compelling message that grabs someone’s ear to the point where they are interested in what you have to say. Why should a prospect want to hear the same approach time and time again? How can that possibly distinguish you?

So if you’re not getting the results you need, instead of abandoning a proven selling strategy, it’s time to upgrade your cold calling and follow up system. With a strong prospecting and cold calling model that is mapped out step by step; which also includes the compelling opening statement you need, the reasons why someone should listen to you in the first place (rather than opening up a call by asking for an appointment, demo, proposal, etc.), well crafted questions to determine if there’s even a fit between you and your prospect, as well as a strong voice mail and follow up strategy, you will see what a competitive edge “cold calling” can give you.


Side note: Over the last year, my cold calling book has been gaining more popularity as competition increases and the need to find more qualified prospects to fill your pipeline intensifies. So, if you’re ready to develop a permission based prospecting system that will enable you:

  1. Leverage your talents to generate more qualified prospects and schedule more appointments in less time.

  2. Get more callbacks.

  3. Eliminate toxic cold calling strategies that sabotage your prospecting efforts.

  4. My book will show you how to develop a permission based prospecting system that will enable to bring in more sales faster than you ever did before.

Here’s the link to Amazon to read all the five star reviews or you can go to my website here to learn more about this book.


March 3, 2009
By Keith Rosen, MCC

Coaching Salespeople into Sales Champions Named one of The World’s Best Business Books of 2009

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Special offer below to celebrate this achievement. Get the book 37% off and my coaching playbooks for free here. )

The other day, results were announced that my latest book, Coaching Salespeople into Sales Champions received the Axiom Business Book Award and was honored with the silver medal for being recognized as one of the World’s Best Business Books of 2009. I’m humbly appreciative of this award and look forward to continuing my quest to deliver rich content and value through my writing and coaching.

Below is the press release that was sent out by the Axiom Book Awards.

FOR IMMEDIATE RELEASE

Axiom Business Book Award Winners Offer Knowledge and Hope in Troubled Times

(Traverse City, MI, Feb. 25, 2009) Difficult problems require knowledgeable solutions. The current global financial meltdown may be the most difficult economic challenge we’ll ever face, requiring the best educational tools available. As the stock market tumbles and job markets tighten, where can one turn to get an edge, to survive and thrive? Read books—cutting-edge, award-winning books.

Jenkins Group and IndependentPublisher.com are proud to announce the results of the second annual Axiom Business Book Awards, honoring the best business books published during the past year. The list of Axiom Award-winning titles will assure the reading public that help is near, in a wide array of business topics, from Leadership and Entrepreneurship to hard-to-find categories like Business Ethics, Philanthropy and Business Fable.

Whether to investigate a new career or to decipher their 401-Ks, these trying times make people realize the need to further educate themselves. Finding a qualified reading list that covers a breadth of subject matter and business topics saves us time and money.

The Axiom Business Book Awards are designed to create such a list, bringing this group of exemplary business books to the attention of those eager to learn, see, and work differently to improve their careers and businesses. The awards offer a platform for today’s leading business
voices to help restore confidence among readers that all is not lost.

“We’re very excited to bring awareness to this important genre of books,” says company founder Jerrold Jenkins. “This year’s winners represent the world’s best business minds and their wisdom and knowledge is needed now more than ever. Congratulations and thanks to all Axiom Award medalists for their efforts.”

Nearly 350 entries were received in this year’s contest. See a complete listing of results at their website.
end


February 18, 2009
By Keith Rosen, MCC

Get Your Free Copy of Leadership Mojo and Get Your Sales Team Selling More

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I have something timely and special I want to share with you. It’s a new guide I’ve developed entitled, Leadership Mojo. And today, I’m giving it away for free because in this economic climate, every great leader and manager needs their mojo to get their sales team selling more than ever before.

Learn what you can do to coach your team to sell more during new and more challenging times. As a complement to my award winning book, Coaching Salespeople into Sales Champions, I’ve put together Leadership Mojo; a compilation of thoughts, ideas and strategies on the new discipline of leadership and what it takes to coach your sales team into high performing sales champions.

You may be wondering why I’m giving this away for free. Well, since every competitive edge counts today, I want to do to my part in supporting you during more challenging times.

Tap into over one hundred pages filled with dozens of timely and practical tips to:

  • Turn underperformers around.

  • Communicate more powerfully to motivate people into action.

  • Determine who you should be coaching and who isn’t coachable.

  • Identify the key factors that are essential for a successful coaching relationship.

  • Recognize the difference between a coaching opportunity and when it’s more of a training issue.

  • Avoid the barriers to coaching your team and the most common mistakes managers make when coaching.

  • Conduct better performance reviews by asking better questions.

  • Uncover how people like to be coached and managed by setting better expectations.

  • Build in the missing accountability and uncover each person’s individual drive to win that every manager wants within their team.

  • Safe and effective delegation.
  • And more!
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    IMPORTANT NOTE: To ensure you receive the instructions and link to download your free copy, please make sure you have the email address mojo@profitbuilders.com in your safe sender/recipient list to avoid our email being deleted or flagged as spam. If you don’t receive our email within 24 hours, then please send a second email to the same address with the words “Second Request” in the subject line so that we can assist you.

    For more information on this new eguide, click here and get your mojo.


    December 30, 2008
    By Keith Rosen, MCC

    Coaching Salespeople into Sales Champions Wins 2008 Sales Leadership Book of The Year

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    SBA Gold Medal Winner of the Best Sales Leadership Book

    (Special offer below to celebrate this achievement. Get the book 37% off, my coaching playbooks for free and hundreds of dollars worth of additional materials here. )

    I just found out that my latest book, Coaching Salespeople into Sales Champions has won the prestigious Book of the Year gold medal for the best Sales Leadership book of 2008. Thirty-five judges reviewed these books over a sixty-day period, utilizing a common scoring process to make their decisions. I’m humbly appreciative of this award and look forward to continuing my quest to deliver rich content and value through my writing and coaching.

    The rules of success in the new economy certainly apply to how you manage and develop your team of fearless prospectors and rainmakers. There’s a new technology of leadership needed to build a team of sales champions today. To drive positive, measurable change and keep your competitive edge, managers must learn how to quickly and effectively coach, motivate and retain their top performers.

    I was recently asked by author Lee Salz, what managers need to do to most effectively impact their team. Here was my response:

    “To have a profound impact on the success of your team, the leader must change first. After all, avalanches roll downhill. It’s a new economy and the rules of business have changed overnight, The areas most impacted – sales and leadership. Now more than ever our society is consumed with fear. We are living in a period of intense fear and leadership in many organizations is fear based. Managers need to shift away from fear based management and develop more of a collaborative coaching culture. You cannot inspire others when you are afraid and you can’t be inspired when you’re full of fear and worry. Conduct more frequent one-to-one meetings, build greater accountability by relinquishing your role as Chief Problem Solver and have less tolerance for mediocrity.”

    “How do you lead your team differently today compared to the way you did just six months ago? Have you benchmarked the most effective sales and leadership practices? Are you coaching the right people or are you still being seduced by potential and attempting to coach the uncoachable? Ultimately, management needs to adapt, innovate and evolve or suffer from corporate inefficiency, rigidity and declining profits.”

    Back in May of this year, this book made Amazon’s Best Seller list and was the #1 Best Selling management book. Still holding strong in the top 10 I’m grateful for all of my partners, bloggers and readers who helped contribute to this book’s success as well as those thought leaders who supported this project, such as Dr. Denis Waitley, author of The Seeds of Greatness and The Psychology of Winning and Anthony Parinello, author of Selling to VITO.

    Brian Tracy had this to say about my book. “There is no other single activity to boost sales that works better than sales coaching and this book is the best ever written on how to do it well.”

    Tom Hopkins wrote, “Few management books are specific to salespeople. Keith Rosen’s book is a great one to study and apply or pick up here and there when you have a special need. His coaching ideas are clearly explained and easily executed.”

    And Dr. Tony Alessandra said, “Coaching Salespeople Into Sales Champions is a well written, easily readable, practical book for anyone who manages salespeople. Excellent content is combined with real case studies, coaching templates and action steps that make this book a must read and a desktop reference for every sales manager, executive or business owner.”

    You can read more about the incredible consortium of thought leaders who have endorsed my book on this page. In addition, they have generously contributed hundreds of dollars of their own content which you can access for free when you purchase just one copy of this book.

    Which brings me to something you’ll be interested in. In addition to all of these resources you’ll get, I’m also giving away my suite of Coaching Playbooks absolutely free when you place an order for Coaching Salespeople into Sales Champions. (John Wiley & Sons, Hardcover) Learn More Here.

    The book by itself is a great value, even if you can get it for 34% off. Additionally you can get hundreds of dollars worth of valuable materials from some of the greatest business minds around such as Dr. Tony Alessandra, Zig Ziglar, Tom Hopkins, Jim Cathcart, Jill Konrath, Jonathan Farrington, Michael Nick, Lee J. Colan, Ph.D., Lee Salz, CanDoGo.com, SalesDog.com, Landslide, Salesopedia.com, Salesconx, SalesGravy.com and more.

    Look at the resources you get here.

    Coaching Salespeople into Sales Champions provides you with a proven, systematic process that creates world class teams and gets your people selling more than ever before. Don’t wait any longer for a miraculous turnaround. Doing more of what you did yesterday is going to keep you stuck where you’ve already been. Develop the missing discipline you need to coach your salespeople into sales champions. Learn More at the official site for Coaching Salespeople into Sales Champions.

    You can also order the book here.

    Start the New Year off strong. Wishing you a prosperous, spectacular and healthy 2009!


    August 29, 2008
    By Keith Rosen, MCC

    Coaching Salespeople into Sales Champions Lands Two International Rights Deals

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    This is pretty neat! My book, Coaching Salespeople into Sales Champions is being translated into a Chinese and Czech version! Below are the details.

    Global Rights Deal Announcement for Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives by Keith Rosen

    We are pleased to report a Global Rights Department license for the following title:

    Author: Keith Rosen
    Title: Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives
    ISBN/PL: 0470142510/H

    Here are some details of the deal:

    Rights Licensed: Translation/Simplified Chinese
    Licensee: Enterprise Management Publishing House, CHINA

    Rights Licensed: Translation/Czech
    Licensee: Computer Press. a.s., CZECH REPUBLIC


    August 5, 2008
    By Keith Rosen, MCC

    What Exactly Do You Coach? The Top Ten Things You Can Coach Someone On

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    What Exactly Do You Coach?
    The Top Ten Things You Can Coach Someone On

    I have found that the gap (the space you coach that is the area of opportunity which exists between where the person is now and where they want to be or the result they want to achieve) represents several key indicators or areas of opportunity that you can coach someone on. The opportunities for coaching someone are vast. Here is a detailed list of what you can coach.

    1. The Who: Values, passions, standards, boundaries, integrity, and so on.
    2. The Attitude: Belief, mindset, philosophy, outlook, or assumptions.
    3. The Lesson: What have they learned? Why are the same lessons repeating themselves? Are they getting it?
    4. The Ideal Characteristics: The ideal qualities you have defined that encompass a sales leader or manager. (Extroverted, actionable, honest, strong communicator, process driven, accountable, curious, organized, strong integrity and presence, knowledgeable, comfortable disposition, smart, responsive, etc.)
    5. The Skill: Is there a missing discipline or one that needs further development?
    6. The Activity: Are they engaging in the activities that support their goals?
    7. The Strategy: How do they plan to achieve the intended result? What resources are needed?
    8. The Commitment: Observe their energy level, consistency, enthusiasm, and motivation.
    9. The Communication: The language, dialogue, or communication regarding style, delivery, presence, and disposition.
    10. The Relationships: The relationships they have with intangible concepts and feelings as well as with their stories/illusions/assumptions.


    July 7, 2008
    By Keith Rosen, MCC

    Get your FREE copy of my new book, Coaching Salespeople into Sales Champions through Landslide.com

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    Thought I’d share with you a way to get my book for free.

    Simply attend a short, live online demo of Landslide, a sales workstyle management tool created FOR salespeople BY salespeople to help increase their sales, leverage their time and boost their income. Register now to see how selling using Landslide is different from traditional CRM and SFA solutions. Landslide focuses on helping salespeople and sales teams work most effectively by easily enabling a three-tier sales process complete with selling cycle phases, selling activities in each phase, and the selling tools to complete these activities. At the conclusion of the demo, Landslide will ship you a free copy of Coaching Salespeople into Sales Champions!

    PLEASE NOTE: This offer is only available for shipment to addresses in North America.

    Keep in mind, no demo no book. But hey, it’s a free copy. Here’s more information.


    June 24, 2008
    By Keith Rosen, MCC

    P7 - THE SEVEN TYPES OF MANAGERS

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    With all the efforts those who are managed, the mass, put forth in a regal and often last valiant attempt to salvage a once positive work environment, at the core of every unhealthy working environment is the toxic boss, manager or supervisor that breeds it. All roads go back to the manager. And if the manager isn’t willing to change, then it’s a safe bet that in the end, nothing will.

    That’s why to impact long lasting change, managers need to upgrade their style and approach to managing their people.

    Throughout my years of coaching managers, business owners and executives, I’ve been able to identify seven types of managers. Using these seven types of managers as examples, identify the critical competencies necessary to become an effective coach. It all starts with the way we communicate. Which one best describes you or your boss?

    1. The Problem-Solving Manager
    This boss is task-driven and focused on achieving goals. These problem solvers are constantly putting out fires and leading by chaos. The paradox here is this: It is often the manager who creates the very problems and situations that they work so hard to avoid. Continually providing solutions often results in the lackluster performance that they are working so diligently to eliminate.

    2. The Pitchfork Manager
    People who manage by a pitchfork are doing so with a heavy and often controlling hand: demanding progress, forcing accountability, prodding and pushing for results through the use of consequence, threats, scarcity, and fear tactics. This style of tough, ruthless management is painful for people who are put in a position where they are pushed to avoid consequences rather than pulled toward a desired and collective goal.

    3. The Pontificating Manager
    These managers will readily admit they don’t follow any particular type of management strategy. Instead, they shoot from the hip, making it up as they go along often generating sporadic, inconsistent results. As a result, they often find themselves in situations that they are unprepared for. Interestingly, The Pontificating Manager thrives on situations like this. Often adrenaline junkies themselves, these managers are in desperate need of developing the second most essential proficiency of a coach: masterful listening. The Pontificating Manager is the type of manager who can talk to anyone and immediately make people feel comfortable. This character strength becomes a crutch to their leadership style, often blinding them to the need to further systemize their approach. As a matter of fact, the only thing consistent about these managers is their inconsistency.

    4. The Presumptuous Manager
    Presumptuous Managers focus more on themselves than anything else. To them, their personal production, recognition, sales quotas and bonuses take precedence over their people and the value they are responsible for building within each person on their team. Presumptuous Managers often put their personal needs and objectives above the needs of their team. As you can imagine, Presumptuous Managers experience more attrition, turnover, and problems relating to managing a team than any other type of manager. Presumptuous Managers are typically assertive and confident individuals. However, they are typically driven by their ego to look good and outperform the rest of the team. Presumptuous Managers breed unhealthy competition rather than an environment of collaboration.

    5. The Perfect Manager
    Perfect Managers possess some wonderful qualities. These managers are open to change, innovation, training, and personal growth with the underlying commitment to continually improve and evolve as sales managers, almost to a fault. This wonderful trait often becomes their weakness. In their search for the latest and greatest approach, like Pontificating Managers, Perfect Managers never get to experience the benefit of consistency. This manager is a talking spec sheet. Their emphasis on acquiring more facts, figures, features, and benefits has overshadowed the ability of Perfect Managers to recognize the critical need for soft skills training around the areas of presenting, listening, questioning, prospecting, and the importance of following an organized, strategic selling system. Perfect Managers rely on their vast amount of product knowledge and experience when managing and developing their salespeople. Because of this great imbalance, these manager often fall short on developing their interpersonal skills that would make them more human than machine.

    6. The Passive Manager
    Also referred to as Parenting Managers or Pleasing Managers, Passive Managers take the concept of developing close relationships with their team and coworkers to a new level. These managers have one ultimate goal: to make people happy. While this is certainly an admirable trait, it can quickly become a barrier to leadership efforts if not managed effectively. Although wholesome and charming, this type of boss is viewed as incompetent, inconsistent and clueless often lacking the respect they need from their employees in order to effectively build a championship team. You can spot a Passive Manager by looking at their team and the number of people who should have been fired long ago. Because all Passive Managers want to do is please, they are more timid and passive in their approach. These managers will do anything to avoid confrontation and collapse holding people accountable with confrontation and conflict.

    7. The Proactive Manager
    The Proactive Manager encompasses all of the good qualities that the other types of managers possess, yet without all of their pitfalls. Here are the characteristics that this ideal manager embodies, as well as the ones for you to be mindful of and further develop yourself.

    The Proactive Manager possesses the:

  • Persistence, edge, and genuine authenticity of the Pitchfork Manager

  • Confidence of the Presumptuous Manager

  • Enthusiasm, passion, charm, and presence of the Pontificating Manager

  • Drive to support others and spearhead solutions like the Problem-Solving Manager

  • Desire to serve, respectfulness, sensitivity, nurturing ability, and humanity of the Passive Manager

  • Product and industry knowledge, sales acumen, efficiency, focus, organization, and passion for continued growth just like the Perfect Manager
  • The Proactive Manager is the ultimate manager and coach, relying on their newly developed skills, mindset that every manager needs to develop in order to build a world class team.

    If you happen to have missed the book launch, my new book, Coaching Salespeople into Sales Champions has several chapters dedicated to these manager types and how you can transition into the Proactive Manager. You can even download a few chapter excepts here.


    April 22, 2008
    By Keith Rosen, MCC

    Coaching Salespeople into Sales Champions Makes #1 Best Seller

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    Get Coaching Salespeople into Sales Champions and Get $2,431.35 of Additional Materials From Today’s Top Business Leaders.
    Details Here

    In just 72 hours, my new book Coaching Salespeople into Sales Champions (34% off: $19.77, Hardcover) made #1 on Amazon’s Best Seller List! Due to the overwhelming response, I decided to extend a grace period for this special offer to receive these bonus materials until Friday, May 2, 2008.

    If you’re responsible for coaching or managing anyone, especially salespeople, this book will help you make the transition from manager to coach by developing the missing discipline of leadership – executive sales coaching. Most managers have never been trained to manage, let alone coach effectively. Discover a tactical coaching system for managers, business owners, coaches and executives – anyone who wants a proven and powerful method to coach and develop true champions.

    There’s a huge bonus offer if you buy the book now—33 other authors and companies are generously giving away their ebooks, videos, audios and other valuable tools.

    The book by itself is a great value considering you can get it for 34% off. Additionally you can get $2,431.35 of valuable materials from some of the greatest business minds around such as Dr. Tony Alessandra, Zig Ziglar, Tom Hopkins, Jim Cathcart, Jill Konrath, Ben Mack, Dave Lakhani, Bob Kantin, Michael Nick, CanDoGo.com, SalesDog.com, Landslide, Salesopedia.com, Salesconx, SalesHQ.com, SalesGravy.com and more, but you have to order before midnight, May 2 to get these extra resources. It’s like getting a library of powerful resources for every area of your life and career.

    This offer was graciously extended once so don’t miss out a second time. Full details click here.

    Get Coaching Salespeople into Sales Champions and tons of extra materials from today’s top business leaders. Email your receipt to newbook@profitbuilders.com to receive your bonus package.

    Order the book here.


    April 21, 2008
    By Keith Rosen, MCC

    Coaching Tip From the Sidelines: Ask Your Employees How They Want To Be Coached – Set the Expectation

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    How do we uncover internal drive? By using one of the most valuable tools as a coach – asking more and better questions. To uncover each person’s internal drive, schedule one to one meetings with each member of your team and invest the time asking questions to uncover what is important to them. Listen to their responses and ask more questions as you uncover what they most want.

    Here are some suggested questions you can use during your one to one meetings in order to tap into a person’s internal drive, while uncovering exactly how you can best coach and manage them.

    1. What do you want to be doing that you aren’t currently doing?

    2. What areas do you want to strengthen, improve or develop?

    3. What is most important to you in your life/career? (What does a successful career/life look like?)

    4. What are the three most important things you would like to accomplish right now?

    5. What is your action plan to achieve those goals?

    6. What do you need that’s preventing you from reaching those goals?

    7. How can I best support you to achieve these goals? (Uncover how each employee wants to be managed and supported.)

    8. How can I best manage you and hold you accountable for the results you are looking to achieve?

    9. How can I hold you accountable in a way that will sound supportive and won’t come across as negative or micro-managing?

    10. How do you want me to approach you if you don’t follow through with the commitments you make? How do you want me to handle it? What would be a good way to bring this up with you so that you will be open to hearing it?

    Questions will assist your employees in uncovering what internally motivates them based on their beliefs and values, so they can access their own energy to achieve it. You are also uncovering the style of management they respond to best. Moreover, you are setting up the expectations on both sides as to what to expect from one another. It certainly beats using your energy to push or stimulate interest or action based on your assumptions or beliefs based on what may work for you.

    If you rely on pushing to get someone into action, they won’t move unless you’re there to push. It’s more effective to help them articulate what they want so they can begin to self-motivate.

    The real benefit of getting this is that empowering people by tapping into their internal drive doesn’t drain your energy. Pushing for results is exhausting.

    Get more coaching tips from Coaching Salespeople into Sales Champions.


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