Kluwer opleiding: sales management van de toekomst

Opleiding sales management 4.0?

'Word sales manager van de toekomst'

Geef een boost aan uw salesmanagement-carrière

Programma topics

1. De sales manager als strategisch en innovatief leider

2. De sales manager als inspirerend people manager en coach

3. De sales manager als sales organisator en talent scout

4. De sales manager als actie- en prestatiegericht aandrijver

The added value of coaching: simply explained

Watch this video from a surgeon explaining in his own way why it is always an added value to be coached

How do we improve in the face of complexity? Atul Gawande has studied this question with a surgeon's precision. He shares what he's found to be the key: having a good coach to provide a more accurate picture of our reality, to instill positive habits of thinking, and to break our actions down and then help us build them back up again.

A Video Conference call in real life: funny!

VIDEO CONFERENCING does not always run the way it is often suggested by the providers. this video shows all restrictions in one funny video.

https://youtu.be/JMOOG7rWTPg

An interview with Meredith Belbin: the father of Team Roles

Exclusive interview with Meredith Belbin (91)

Dr Raymond Meredith Belbin originally identified the Team Roles (Cambridge) now synonymous with his name while researching teams at Henley Business School during the 1970s

In 1981, Meredith Belbin expounded Team Role theory in his seminal book, Management Teams: Why they Succeed or Fail. The book was later named as one of the top 50 management books of all time.

By downloading the article you are agreeing that it's OK for us to keep in touch. (www.belbin.com)

Strategy and execution seems to be a difficult combination

Only 8% of leaders are very effective at both strategy and execution

https://twitter.com/robertllewellyn/status/920681241749393408

Only 8% of leaders are very effective at both #strategy and #execution #leadership pic.twitter.com/QgKgNFCsK8

— Rob Llewellyn (@robertllewellyn) October 18, 2017

Don't coach if ...

If there can not be met specific conditions for behavioral coaching

We've all experienced it once, but sometimes it is better that a coach refuses a coaching request, because one or more basic principles can not be fulfilled. Successful behavioral coaching would become impossible.

Also a coach learns from his mistakes:

1. I once coached a manager who was forced  to move into a coaching, as a sort of last chance. The person was suspicious, unmotivated and unwilling to change. Therefore it is important that we always get an answer to the following questions: whose coaching request is it initially? Is the person who will be coached really concerned and motivated to change his/her behavior? What has preceded this coaching and what has been achieved? Do not waste time as a company and as a coach to someone who doesn't want to be coached. On the other hand, the coaching may not be a planned way to say goodbye to someone. In other words, there must be a fair chance of success.
2. Also defining the coaching domain and question can sometimes lead to dilemmas. Suppose you are asked to coach a person's behavior. It is important not to fall into technical, functional, strategic, organizational questions, unless these have an impact on behavior. There could be a chance that you will be working on issues that you do not know enough, or that you will end up in a tangle of several coaching questions. The message we want to share is that if a coach is asked to coach behavior of someone, then he/she needs to remain coaching that person's behavior at that moment, and nothing else.
3. Another pitfall is to say yes to a coaching request to coach someone so that his/her (strategic) opinion would change 180°. In other words to let this person run in a different direction. That does not work. Certainly strong personalities do not always share the same opinions, even though these opinions come from their boss. These situations can not be resolved with coaching on personal behavior.

[Coaching] Feed-back or Feed-forward?

What are the advantages of feed-forward vs. feed-back?

Feed-back is always about the past and costs therefore too much time. 65% of that time, we spend on debating with others to show how smart we are and to convince others about our great ideas. We don't even listen or thank people for their great ideas. Finally, you can't change the past!

Asking for feedback from customers

[Feed forward] is a gift

Feed-forward is a better way to coach for behavioral change. It is about helping each other instead of judging each other.

Characteristic for feed-forward

1. You have to ASK FOR INPUT/IDEAS which can help you

2. You learn to LISTEN, and not to go into a defensive position

3. You learn to treat every idea as A GIFT

4. You learn to say THANK YOU for the gift

5. You give people RECOGNITION for what they say

6. You learn NOT TO JUDGE OR CRITICIZE ideas

7. It is FAST

8. It is focused on WHAT YOU CAN CHANGE

Interesting video on Youtube from Mashall Goldsmith

The Coaching for Behavioral Change process has been used around the world with great success by internal and external coaches. Follow the steps in this series and leaders will almost always achieve positive behavioral change. Subscribe to Marshall's YouTube Page for more videos Like him on Facebook @ https://www.facebook.com/Marshall.Gol...

Return On Investment of Executive Coaching

Return On Investment of Executive Coaching

A company's investment in providing coaching to its executives showed an average return on investment (ROI) of almost six times the cost of the coaching.

Companies that provided coaching to their executives showed improvements in productivity, quality, organisational strength, customer service, and shareholder value.  (source: Manchester Inc)

How do I make the right choice? 

An important condition is that an executive coach should be able to combine personal coaching with business coaching.

He should be able to work strategically and pragmatically and in particular to assist in the transfer from strategy to execution. He has extensive experience and he works in the background.

A successful , executive coach furthermore knows the limits of his own coaching capabilities. It is therefore someone who has a network of specialists which he can call when necessary.

An extended intake - interview allows  you to examine these characteristics.