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LEADERSHIP SALES

COACHING
Transforming from Manager to Coach

WORKBOOK

2012 Jason Forrest


All rights reserved. No part of this book may be reproduced, transmitted, or stored in any form, or by any means whatsoever without
express written permission in advance from the author, except in the case of brief quotations in critical articles and reviews.
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Strategy One
Lead, Dont Yield
(Principles 1 - 4 )

Principle 1
Remember Your Purpose
Managers get lost in the details.
Coaches remember their purpose.

Reflection
1. Who in your life would you credit with investing in you and believing in you?
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2. What attributes do/did they have that made you realize they truly cared about you?
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3. Who on your team do you feel most needs someone to invest in them? Or, who has the most to gain from
your investment?
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4. What obstacles are in your way of fulfilling your purpose as a sales coach?
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5. Why is the toughest aspect for any leader getting people to exceed their own expectations?
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6. Think back on pursuits youve had (maybe sports or music) where a belief system limited what you
thought was possible. Were you able to break from that? Why or why not?
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Action Items
1. Do you agree or disagree with the description for your role? Why or why not?
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2. Write three specific examples of how you can fulfill that purpose this week.
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Principle 2
Be a Sales Pro First
A manager says, Because I said so.
A coach sells the idea, belief, or behavior.

Reflection
1. What are some specific objections that your sales professionals have given you when it comes to you being
their leader?
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2. Can you think of sales pros right now that have not done something that youve asked them to do (aka
you havent closed them)?
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3. Considering that youre a sales pro first, write out a conversation/script to understand what their objectives
are, then present your solution to them. Close them on that solution.
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Principle 3
Master the Sales Process
A manager knows what to do.
A coach knows why theyre doing it.

Reflection
1. Michael Phelps is a better swimmer than his coach, Bob Bowman. So does Bob Bowman add value to
Phelps? Why or why not?
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Principle 4
Be the Sherpa
A manager tells team members where to go.
A coach guides the way.

Reflection
1. Have you ever had a Sherpa figure?
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2. If so, how and why were they effective?
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Action Item
1. Study the Sherpas in your life and write down which qualities you can apply to your role.
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Strategy Two
Coach to Win

(Principles 5 - 9 )

Principle 5
Coach, Dont Manage
Managing is what you do to someone.
Coaching is what you do for them.

Reflection
1. Which aspects of your approach fall into the management side (control, constrain, check) of the
spectrum?
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2. Which aspects of your approach fall into the coaching side (inspire, train) of the spectrum?
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1. Go through the synonyms for manage and coach and circle the words that most describe you on each side.
2. Add them up and determine what percentage of your style is like a coach and what is like a manager.
______%

COACH, DONT MANAGE


TO MANAGE:

TO COACH:

to control in
action or use

to give instruction or
advice to in the capacity
of a coach; instruct.

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Principle 6
Be on Offense
Managers hear about the sale after it happens.
Coaches strategize before the sale.

Reflection
1. Does your management style lend itself more to a defensive posture or an offensive posture? How?
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2. What ways do you consistently move the ball forward?
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3. What ways do you find yourself managing defensively?
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Principle 7
Be the 66%
Managers focus on get-fixed quick solutions.
Coaches focus on sustainability.

Reflection
1. What examples do you have of times youve seen the need for follow-up in your own life (diets, breaking
habits, etc.)?
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2. What examples do you have of times youve seen the need for follow-up in your professional life (or in
the lives of your team members)?
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3. In your own words, what is the difference between coaching and training?
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4. Where do you feel your existing/prior training approach falls (mostly coaching, mostly training, or
somewhere in between)? Why?
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5. Write down a time you and/or your team went to a one-day seminar and got the quick hit education, but
went back to old behaviors after a month or so? Why do you think that happened?
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Action Item
1. Consider the scenario from reflection item 5. Write down a plan of action for how you will implement
coaching to lead sales professionals to retain their knowledge after similar situations in the future.
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Principle 8
Live by the Formula for Success
Managers focus on changing circumstances.
Coaches focus on increasing conversion rates.

Reflection
1. Have you ever had the knee-jerk reaction of trying to combat low sales numbers by lowering prices?
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2. If so, what problems have arisen because of that approach?
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Principle 9
Prepare for the What Ifs
Managers prepare for the best.
Coaches prepare for the worst and hope for the best.

Reflection
1. Write out a past failed experience that if you planned better would have created a different outcome.
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Action Item
1. Write scripts for the following scenarios:
Your top three producers quit.
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You end your month 25% behind quota.


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After one month of interviewing, you cant find the right talent for your team.
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Returning prospects decrease by 30%.


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Your top producer is not being a team player but you need his or her sales to make your quota.
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A competitor enters your market and offers a lower price than you.
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You increase your standards of performance and the sales professionals threaten to quit.
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