I've got a few important things to tell you in this post...
You already know that some companies offer coach and mentoring programs to further develop your sales career or to sharpen your selling competencies.
You already know that some companies offer coach and mentoring programs to further develop your sales career or to sharpen your selling competencies.
This program does have its merits.
With the right execution, it's a huge 'win-win' situation for every party involves.
But there's also an opposite side to this program ...
IMPORTANT: This post is NOT just about exposing coaching and mentoring smoke-screen, so please take a minute and read the whole thing right now (the info is 'case-sensitive' and very important).
But there's also an opposite side to this program ...
IMPORTANT: This post is NOT just about exposing coaching and mentoring smoke-screen, so please take a minute and read the whole thing right now (the info is 'case-sensitive' and very important).
FIRST, LET'S TALK ABOUT THE SMOKE-SCREEN
In the most real sense, this is what I feel about most of the Pharmaceutical executive coaching and mentoring program.
Pricey, expensive, inefficient program!
Why?
Because most of the program is run by non-Pharma people and what gets to you the most is when they said, "Our client who sells herbs, just like you..." and they have NO idea who and what they're dealing with.
Pricey, expensive, inefficient program!
Why?
Because most of the program is run by non-Pharma people and what gets to you the most is when they said, "Our client who sells herbs, just like you..." and they have NO idea who and what they're dealing with.
A real frustration.
The money spent could easily be channeled to the end-of-the-year incentive trips...
If you're anything like me, quickly put off by people outside the Pharmaceutical industry trying to teach a thing or two to people who sweat and tears blood for years in this industry then you understand why I called such a program smoke-screen.
Last time, I always blame the trainers for not understanding our needs but later on, when I hopped into management, I can see that HR (that's Human Resource by the way), got some role to play in ensuring the success of such a program.
Again, this is another smoke-screen because, in a big company, HR people are significant people.
If you're anything like me, quickly put off by people outside the Pharmaceutical industry trying to teach a thing or two to people who sweat and tears blood for years in this industry then you understand why I called such a program smoke-screen.
Last time, I always blame the trainers for not understanding our needs but later on, when I hopped into management, I can see that HR (that's Human Resource by the way), got some role to play in ensuring the success of such a program.
Again, this is another smoke-screen because, in a big company, HR people are significant people.
They took care of the employee welfare and their career path.
They are the one who actually has a direct contribution to the development of an employee or in our case Pharma sales rep, managers, etc.
But their roles are always reaching two extremes:
But their roles are always reaching two extremes:
it's either their position is 'overrated' or the other extreme - 'underrated.'
Pretty hard for them to strike a balance. And when this happened...
Why?
Because they 'start' to implement action plans which were 'immaturely' thought.
IT'S BAD NEWS FOR US - THE EMPLOYEE
Because they 'start' to implement action plans which were 'immaturely' thought.
They thought the sales reps need executive coaching, so they perform a program such as the '8 Steps Coaching Program' and make it imperative for the line managers.
It became part of their job descriptors and to excel, the managers need to demonstrate that.
But in my case, my immediate supervisor does not pass step number 4 (we'll discuss this later, OK?) but he still got an increment, and I didn't...
My team member who wants to change sectors had to demonstrate 'part' of the coaching skills to a newer member (what if you don't have a new member?)...
Again, another smoke-screen.
Companies' are testing the best course of action to take to have a succession plan in place but to an 'amateur' organization, regardless of how long it has existed, this step is punishing.
But in my case, my immediate supervisor does not pass step number 4 (we'll discuss this later, OK?) but he still got an increment, and I didn't...
My team member who wants to change sectors had to demonstrate 'part' of the coaching skills to a newer member (what if you don't have a new member?)...
Again, another smoke-screen.
Companies' are testing the best course of action to take to have a succession plan in place but to an 'amateur' organization, regardless of how long it has existed, this step is punishing.
Those members of the organization who can't tolerate, they bail-out.
Sometimes, good, hard-working men and women in the sales force are lost in the process.
I don't know about you but to me, even after countless hours on the field 'coaching' and 'mentoring' Team Members, I understand 'little' to 'none' the mechanics of both skills.
I don't know about you but to me, even after countless hours on the field 'coaching' and 'mentoring' Team Members, I understand 'little' to 'none' the mechanics of both skills.
What makes them tick... how to make them better... how to make them spontaneous...
I can only recall the steps taken as 'rigid' and 'fragile.'
Can one be better in both?
Maybe.
I don't have the answer for that because apparently, even the Top people are missing their ques for both.
I'll drop some other day again to address this issue.
I can only recall the steps taken as 'rigid' and 'fragile.'
Can one be better in both?
Maybe.
I don't have the answer for that because apparently, even the Top people are missing their ques for both.
I'll drop some other day again to address this issue.
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ReplyDeleteThanks for leaving your comment herein and sharing your resources.
ReplyDeleteAre you a coach yourself?
There are several different sales coaching styles, each with its own strengths and weaknesses. The most common sales coaching styles include:
ReplyDeleteDirective coaching: This style focuses on telling the salesperson what to do and how to do it. It's often used when a salesperson is new or inexperienced.
Non-directive coaching: This style involves asking the salesperson questions to help them come up with their own solutions. It's often used when a salesperson is more experienced.
Supportive coaching: This style involves providing the salesperson with support and encouragement. It's often used to boost the salesperson's confidence.
The best sales coaching style for your team will depend on the individual salespeople and the stage they are at in their careers. A mix of directive, non-directive, and supportive coaching can also be effective, depending on the situation.