Team Leadership and Coaching
This workshop enables managers to understand their role as leaders and coaches and be able to motivate and develop their team so together they may achieve their goals.
First Line Management - The first line manager’s job is more critical to the success of the organization than any other. They are responsible for the people who provide services to customers. They have the biggest influence over the organization’s reputation for service and quality. They are the keepers of the competitive edge.
Managing through the Front Line - Every organization needs to keep renewing its competitive edge. This means getting the front line to do something differently. The key to this is the speed with which managers and their teams can respond.
Managing Team Performance - A first principle of management is that team goals can only be achieved through the achievement of others. A top priority should be development of skills and abilities for all in the team. Often managers are so focused on ‘getting the numbers’ they have no time to develop their people … turning the manager into a ‘doer’ instead of a delegator … with little time to respond to changes in the market or organization.
Developing a ‘Coaching Culture’- Left to its own devices, the management process results in managers chasing the wrong priorities. For effective change, the management process needs to become more proactive; making things happen through the efforts of the whole team.
Feedback from Managers - TLC has been successfully implemented by organizations such as Computer Associates, EDS, Equant, Everypath, Nortel, Rhythms and Tellabs.
100% of managers said they would recommend this program to others. The average NSI rating (Net Satisfaction Index) from managers attending this program is greater than 90%.
- Describe the rationale, value and process of leadership and coaching.
- Implement different coaching approaches with different individuals.
- Use Performance Analysis skills to determine what action needs to be taken in coaching individual members of your team.
- Describe the potential barriers to a coaching culture and ways to overcome them.
- Identify the need to use appropriate coaching techniques for situations in which you are coaching for Behavior, Performance or Professional Development.
- Practice the coaching process in real-life scenarios.
- Conduct effective performance reviews with each member of the team.
- ‘Team Leadership and Coaching’ – because everyone needs some TLC. The aim of the program is to make leadership and coaching not just a management process, but an integral part of organization culture.
No two company’s Channel Strategy is identical. Each program is customized to the business requirements of each client. This program is unique.
It is designed specifically around the needs of each client’s team and organization.
The program provides participants with the necessary skills and information to achieve their objectives, and implement their indirect channel strategy.
Tailored case studies and role plays allows participants to practice their new skills testing and improving their performance in a “no penalty” environment to gain expertise and confidence for the real world.
The program develops relationship management skills of channel managers helping them increase revenue streams from established partners ensuring a continual win-win for the partner and you.
The key enabling technology in this workshop is the introduction of the “Partnership Planning” process. This develops a relationship based on a business-focused approach rather than on product feature/ function. It helps channel managers to identify new business opportunities for the partner that increase revenue and differentiates your in the eyes of the channel partner.
Building Successful Channel uses well proven processes, developed from programs run successfully for top global companies including Cisco, EDS, Lucent, Nortel, Sage, Visa and Vodafone. All material is tried, tested and customized to your requirements.
Download the Course Details (PDF)
The Role of the Manager - Workshop introduction; agenda aims and objectives. This is an opportunity to reinforce some of the corporate key messages regarding sales manager competencies and development objectives.
What Is a Coach? - Coaching in the work context. The difference between a manager and a coach. Coaching and Performance Management. Identify the types of coaching that you can perform as managers.
Performance Management - Performance Analysis to identify coaching in terms of behavior, performance or professional development prior to a coaching session. The need for coaching in situations of both over-performance and under-performance.
The Coaching Process - Describe the 6 P’s of positive coaching. Practice a simple three step process for giving feedback when coaching is not appropriate. Avoid the problems coaches can face when coaching team members.
Situational Leadership and Coaching Power - Using the Situational Leadership model to improve sales leadership skills. Assessing the readiness level of members of your team and adopting the appropriate leadership style. The concept of power in managing and leading teams. Different Power Bases of a Coach.
Positive Coaching Roleplay - Managers analyze a series of case-study situations and apply the 6 P’s process in these challenging coaching scenarios each built to reflect your company reality in sales management issues.
Personal Action Plans - Identify priority Personal Action Plans aimed at maximizing short-term opportunities through effective use of the new coaching skills. Plan review meetings with your manager to seek input and coaching.