Here’s where we’d right a post
Results in an organization are directly related to the conversations people are having, not having or not having well. Conversations have the potential to produce commitments, which in turn shape actions and results. They are either informed by what people care about or they are not. They either produce satisfying results or they don’t.
When people in an organization are engaged in the wrong conversations or are avoiding difficult conversations the organization will experience breakdowns, dissatisfaction and a lack of trust.
Our aim is to look for the conversations that are missing or are being had ineffectively and replace them with effective conversations that are more likely to produce desired outcomes. For example, the presence of a lot of complaining at the watercooler is an indication that powerful conversations that would bring about an acceptable solution are either missing or haven’t produced the desired result.
In our coaching approach we help our clients identify their role in breakdowns and commit to a new way of communicating that enhances accountability while preserving relationships and trust. We believe that almost everything we want is available through conversations. We just need to identify what we want, whith whom to have what conversation and then have it effectively.
Coaching skills are a leadership core competency and are fundamental to building trust and commitment on teams. Based on the fact that most of us were raised to learn things and then demonstrate what we know rather than be curious about what we don’t know and listen to other peoples’ perspectives, the coaching conversation is counter-intuitive. Its basic structure needs to be taught and practiced until a person embodies it as a more productive way of communicating.
Global Pharmaceutical Company faces marketing challenge. Doctors are often tasked to present their research or benefits of a new medication to their peers. Many physicians have not had any formal presentation skills training and do not feel comfortable speaking in front of large groups
Heads-Up Performance was asked by a Crisis Communications Company to deliver presentations skills training and coaching to a diverse group of physicians.
The training consisted of an interactive group session, during which physicians had the opportunity to learn and practice new skills. The sessions were recorded on video and played back for feedback and coaching.
Participants made visible improvements as a result of the training and coaching. The program satisfaction continues to be high as it is being repeated on a consistent basis.
A regional medical device sales organization enjoying 25% annual growth was charged with even more aggressive future corporate sales goals. This would require a solid business plan and a new, non-traditional sales approach.
• Increases in top line sales
• Enhanced motivation and urgency of the sales reps
• Greater entrepreneurial spirit and sense of ownership in sales reps
• More effective tracking mechanisms to measure the value of this new approach.
We designed a 12-month program consisting of paradigm-shifting and sales skill-building group workshops. To align behaviors and attitudes with desired results, each sales person received individualized coaching. We role played new sales conversations and helped them listen to their prospects’ reasons for buying rather than their own.
Additionally, we worked with each person to develop a strategic business plan and they started a practice of keeping a journal to track their behaviors and results.
We facilitated a series of meetings in which the team developed its first mission statement and rallying cry, set specific, measurable team goals and designed data tracking tools.
The team learned a new approach to sales, one that has its roots in the coaching conversation and is highly effective with resistant prospects.
They became more productive as they learned the importance of making and honoring promises and establishing shared standards. They streamlined and documented important processes in order to raise the bar on excellence and accountability. And they tracked their behaviors and results.
Their trust grew as they gained insight into their commonalities and their differences. They began to adhere to agreed upon standards and showed greater regard for the team and the organization, versus being driven by self interest.
The corporate sales goal for the year was not achieved. However, their individual sales numbers all went up to record breaking heights.