Trust in Spades: How to Give, Gain and Build

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Trust: How to give, gain and build it over time has been a challenge that scores of leaders struggle with at work and in life. In a world filled with strife, struggle for survival and fear of the unknown trust is a rare commodity and the only currency that can procure us progressive, productive workplaces and, probably, a more peaceful world.

The perennial queries have been:

How much can I trust her?

Why should I trust him?

Are they a trustworthy kind?

How do I make them believe in me?

How do we sustain this relationship over time and changing circumstances?

Now, usually, the answers to many of our work-life challenges lie in intricacies of our languages. So, it helps to look at what exactly is the meaning and maybe the etymology of the word trust is.

By the dictionary, trust is a noun which means “a firm belief in the reliability, truth, ability, or strength of someone or something,” or trust is a verb which means “to believe in the reliability, truth, ability, or strength of someone or something.” The key words stressed here are ability, reliability and strength. Likewise distant synonyms of the word trust are confidence, expectation and dependence.

Robert Kegan, in his book Immunity to Change, provides a workable formula to buy, build and grow trust in reflection and in response to the noun and the verb “trust.” Trust, he claims is the sum of an entity’s credibility, consistency and care for another entity and is inversely proportional to its’ own self-focus.

                                 ___CREDIBILITY + CONSISTENCY + CARE___

TRUST       =            ______________________________________

                                                                 SELF-FOCUS         

Credibility lies in your past performance but is depended upon today. It takes time to build and is built (Video) step by step. Everything you have done and are dong gets imprinted upon some memory and is tapped into again and again.

Consistency, across changing circumstances and times, is a matter of strategy, will and beliefs. As any manager or even a family head, you need to make efforts to become the person to go to. A certain amount of rock steadiness is needed of you to buy and build trust.

Care is the outcome of cognitive and affective empathy and compassion for others. We all have needs, weaknesses and thankfully, a consciousness too. As we all need care and compassion, a leader needs to make conscious, cognitive efforts to understand, feel and offer support to others.

The downside and the scary side of this denominator is that if all three elements are active and are performed with an objective to win brownie points or to serve an agenda other than the agenda of the person across you or an agenda that is not mutually beneficial than the trust equation collapses-drastically.

A few years ago while hosting an event I had the good fortune of spending a private moment with Tony Meloto, the founder and lead behind Gawad Kalinga of the Philippines. Gawad Kalinga, a very successful community building organization, is our version of Habitat for Humanity in the Philippines.

“Tony” I asked, “Gawad Kalinga is receiving so much funding and hundreds of volunteers are pouring in to help, do you not have security and trust issues with all these newcomers and walk in supporters?”

“What do you mean?” he asked.

“Don’t you have pilferage, conflict, personality conflicts and trust issues?”

“Ah, I know what you are implying! I have a straightforward philosophy and an approach to it. When volunteers come in, we take them for their word and trust their intentions to be good. We load them with responsibilities right away___without doubt, without malice. And, all these years this approach has worked and I feel that is one of the secrets behind our success.”

“Hmmm, wow!”

“Yes, wow is right, we hand out trust in spades, right away, and usually get it back in wheelbarrows,” he smiled.

I was and still am ashamed to have been coming from a sense of lack but I am glad I asked that question that day.

The first step of the formula to gain trust, today for me, is to give trust to the credibility, the competencies and the compassion levels in all my partners and colleagues. It is to set aside all my doubts and biases and take people’s word for what they can do and what they state their goals to be. It is to approach people with a judgement of charity and graciousness. Yes, surely, people can let you down but if I start with assumption that they can let me down then I haven’t really started anything have I?

The second step to build and accumulate trust in myself, across time, from my partners and teams is really do well what I am responsible and for what I am qualified and appointed for. My job description could be general or specific but I must focus on becoming the person to go for those needs by my partners. I must follow this habit of making effort of being he best I can be with a long-term consistency. I cannot build a reputation or a resume by being efficient and productive sporadically, I must be consistent across changing circumstances and times.

The third habit, not just a step, is to approach people with compassion and kindness regardless of what our work-life scenarios and our backgrounds call. In the Philippines, we uphold a value called “kapwa tao.” This means to regard all people as human beings and kindred spirits and to do unto them as you would have them do unto you.

The fourth habit is to deliberately and diligently reflect upon why you think, say and do what you think, say and do. Reflect upon your agendas and your true purposes. Run your intentions through the test of fire. If your thoughts, words and actions benefit you more than they benefit others than the previous three steps will never gain you anything, ever. People study and measure your words and actions to assess your true intentions all the time and the only way to clean up your true intentions is to really and truly clean them up.

That is how to Give, Gain and Build Mountains of Trust for yourself and within your communities.

 

My Books on Amazon: http://goo.gl/OZSMj8

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from ExPat InSights:  https://www.youtube.com/watch?v=vjf3sHaZBSo

Trust Video : https://www.youtube.com/watch?v=so64MyKrENQ

 

 

When and How to use Why, or, How to Replace it with a What

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Exactly a year ago, I wrote “STOP AT WHY: HOW GREAT COACHES INSPIRE SELF TRANSFORMATION,” and I left the question “When and How to use Why or How to replace it with a What?”

So, just to recap;

  • When you use “why” you hit the rock bottom of your client’s beliefs.

    WHEN AND HOW TO USE A WHY AND WITH A WHAT?

  • When you use “why” you challenge their deep set values.
  • When you use “why” you enter the zone of their conscious and unconscious programs.
  • When you use “why” you, often, challenge their personal charades or “rackets” as some schools of thoughts like to call it.
  • When you use “why” you are, often, throwing them into an arena where they can get defensive.

Of course all these do not count if you have acquired massive and loving trust where the client is open and feels absolutely safe with you or, if the client is high on self-consciousness and open to being coached.

Now to work into the ability of how to replace “why” with a less edgy, less sharp “what” or a “how.”

Let’s take a very simple example of “Why are you late?”

You’d get a response of “because I…yadi, yadi, ya!” Or, worse, you may get “What’s it to you?”

Now try replacing “Why are you late?” with…

“Traffic on the streets?” This will give you a yes or a no. If you get a “yes” you get labelled as “understanding” and he/she relaxes, smiles and unwinds. If you get a “no” then the fact that you gave him/her an option out will be followed with the real reasons that made him/her come late.

Now, let’s take a much complex and a serious example of “Why are you always late?”

This one is bound to push all the red buttons and he/she can give you hell in return. So be cautious and replace “Why are you always late?” with something that gets you the answers you need without cornering your client and, often, empowering them a bit. Here are the options;

  • You have been late often recently, what are the reasons?
  • What has been making you come late these last few days?
  • Any ideas on how you can make it on time for these meetings?
  • And, a supportive one, anyway we can help you come on time?

You get the drift?

As a coach and a business leader, or even a supportive parent, it takes time an effort to refrain from using “why” carelessly and by default. It takes deeper mental effort and time to think through your query and reframe it in such a manner that it draws no blood, so to say.

Beyond just taking effort and time, it also requires a long-term dedication to changing the way you communicate and lead others. It takes practice, and it takes patience, and it takes powerful intention to coach and empower others benignly.

Using “How” and “What” instead of a “Why” is like shaving with the grain rather than against it. It converts relationship friction into traction. So spend a little time every time to flip your “Why” into a “How” or a “What,” it’ll do you and your relationships a ton of good.

Those are my ideas on why not to ask why often.

Article inspired by my book, the HeART of the CLOSE, which contains a section on sales coaching.  Further work on Appreciative Inquiry is taken up in my workshops on Appreciative Leadership.

 

https://goo.gl/IqWjmS                                Facebook/Raju Mandhyan

https://goo.gl/SzCJgV                                LinkedIn/ Raju Mandhyan

https://goo.gl/7JHKrs                                the HeART of CLOSE

https://goo.gl/b6aChH                               the HeART of STORY

https://goo.gl/obHQdi                                Amazon all Books

 

My books also available on Amazon: http://goo.gl/OZSMj8

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Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from ExPat InSights :  https://www.youtube.com/watch?v=vjf3sHaZBSo

 

 

Listening With a Willingness to Change

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Listening by Raju Mandhyan

It sounds like a mouthful compared to active listening, deeper listening or, even, empathetic listening and yes, it is.

After having had thousands of discussions and practice sessions in communications, coaching, sales and other leadership workshop I realize I can put this in a nutshell.

When wanting to listen and listen well, what do we do? We sit up. We shut off other thoughts. We pay attention to the lips that pour out the words. We turn up empathy and, yes, we smile-nod-twinkle and go uh, uh. Yeah!

Or, again, there are times when we are doing all that externally and internal parts of our self are going “what time is it, I wonder?” “is she wrapping by now?” “this is not what I came here to listen!” “he has no idea what he is talking about!” “I am so much better a thinker-communicator-what have you!”

Active listening is all bright-eyed, big smile and nodding approval kind of a listening. Deeper listening is reading between the lines and “feeling” things rather than just hearing the words. Compassionate listening is, really, getting ready to say “Oh dear, I know exactly what you are going through but let me tell you about the time… yadi-yadi-ya!”

Real listening is all of the above on the surface. Underneath, deep inside you the communicator, leader or a coach needs to be ready to give up all that is bright and beautiful inside you. You need to be ready to surrender all beliefs that you hold dear. You need to forego everything else that you have been planning to bring to the table.

  • You need to surrender your position of listener-leader and be a follower.
  • You need to give up the idea of wanting to offer wisdom, create value.
  • You need to accept, lovingly and respectfully, the thought that what is presented may be better and productive.
  • You need to become ready to let go of all that you think make up you.
  • You need to be listening with a readiness and a willingness to change. Yes, change!

Listening with a readiness and willingness to change from the depths of your thoughts and the bottom of your heart, you need to be ready and willing to change. That is listening.

Any movements towards change can only come about if the cornerstone of our interactions is an honest-to-goodness willingness to change. All this, mind you, happens in fractions of seconds. That fraction of a second will make you a leader that was ready to change.

On Higher Ground

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Years ago when my friend, Adrian Martinez, had shared this story with me it got stuck and has stayed until now. I know not the author but here it is the way I heard it and I hope you like it.

A traveler came upon an old farmer hoeing in his field beside the road. Eager to rest his feet, the wanderer hailed the countryman, who seemed happy enough to straighten his back and talk for a moment.

“What sort of people live in the next town?” asked the stranger.

“What were the people like where you’ve come from?” replied the farmer, answering the question with another question.

“They were a bad lot. They were all trouble-makers and lazy too. They were the most selfish people in the world, and not a one of them to be trusted. I’m happy to be leaving the scoundrels.”

“Is that so?” replied the old farmer. “Well, I’m afraid that you’ll find the same sort in the next town.

Disappointed, the traveler trudged on his way, and the farmer returned to his work.

Sometime later another stranger, coming from the same direction, hailed the farmer, and they stopped to talk. “What sort of people live in the next town?” he asked.

“What were the people like where you’ve come from?” replied the farmer once again.

“They were the best people in the world. They were hard-working, honest, and friendly. I’m sorry to be leaving them.”

“Fear not,” said the farmer. “You’ll find the same sort in the next town.”

Today, every time I work with people in my coaching sessions, I refer it to as “the eye cannot see the eye,” and our job as leaders and change drivers, every one of us, is to constantly and consistently work at shedding our, conscious and unconscious, biases.  Not that we can totally do away with biases and not that we do not need many of them for survival, for navigating our lives into safety and then growth but to be able get closer and closer to the objective truth.

The objective truth as we must understand is an ideal to be achieved. And it can only be achieved when we look in, look out, look in again and look out again as frequently as possible and as rapidly as possible. It’s called being agile. It’s called being resilient and it gives us a handle on our views, on our knee-jerk reactions. It helps us make better, empathetic and, even, holistic decisions in life and at work.

Thus, when faced with a new environment, with diversity or with what you might think others are obstructing your progress, ask yourself these questions:

  1. How much of my past experience is wrongly being projected on current reality?
  2. What if I was wrong about everything I perceive to be true?
  3. How open and flexible am I to new ideas, to diversity?
  4. How much of it is hard data which can be endorsed to be factual by a third party.
  5. After I speak up or act, will I be okay with what I have done and said? Will I have remorse?

There is never an end to this sort of reflection but yet, there can be always be a kinder, gentler and an all-around win-win way out.

When Adrian Martinez had shared this story with me he had begun by saying, “Wherever you go you carry your land with you Raju.”

I’d agreed as I agree today. And, I’d like to add is that you can place your land down and use it as a stepping stone to get to a higher ground.

 

Raju Mandhyan

Speaker, Coach & Learning Facilitator

www.mandhyan.com              A World of Clear, Creative & Conscientious Leaders! 

http://twitter.com/RajuMandhyan

 

Appreciative Leadership: http://www.genesistrainingevents.com/Raju/AL.html

My books also available on Amazon: http://goo.gl/OZSMj8

Posts on Facebook: https://goo.gl/MXQEqU

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from ExPat InSights :  https://www.youtube.com/watch?v=vjf3sHaZBSo

 

Designing a Talk

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Designing a Talk

Designing a Talk

No matter how much I know about the subject or how long I have been in the field…

Designing a talk, a facilitation or an intensive workshop is always much more Demanding than Delivering it.

You’ve got to know what your learners need,
You’ve got to know what they might want.
You’ve got to know what the managers/organizers want.
You’ve got to know almost everything about the subject.
You’ve got to know what the learners might know about the subject.
You’ve got to know what other consultants might have shared.
You’ve got to know a lot about parallel fields and subjects.

Then you’ve got to plan, sequence the flow of principles and practices in a novel way.

You’ve got to put in the heavy stuff. You’ve got to place in the applications and the relevancy.You need to consider inclusivity, interaction and the memorability of the program.

At the end of it you’ve got to Deliver a dish that is as filling as steak, light as a salad and yet be finger-licking fun to participate in.

And remember, thunder and lightning will strike you down if you make do as if you’ve worked hard for it and fish for compliments.

 

My upcoming public workshops:http://www.informa-mea.com/hrsummit

Advanced Selling Skills in Vietnam: http://www.hospitalmanagementasia.com/cacnhadienthuyet?page=5

Appreciative Leadership in Vietnam: http://www.vmi.edu.vn/news/pid/49/search/page/1/id/4544

InSpire Like a CEO: http://www.genesistrainingevents.com/Raju/inspire.html

Appreciative Leadership: http://www.genesistrainingevents.com/Raju/AL.html

Corporate Storytelling in Dubai:http://www.hrsummitexpo.com/

Posts on Facebook: https://goo.gl/MXQEqU

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from the TV Show, ExPat InSights :  https://www.youtube.com/watch?v=vjf3sHaZBSo

 

A Story: The Wrong House

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Everyone loves a good story but I have a penchant for stories. I look out for them like an addict yearns for a shot in the arm. And, when I do get that shot, life for a while becomes livable, love-giving.

On a flight from Bangkok to Manila, I happened to land a seat next to an old friend, Louie, and we began to catch up on each other with stories. Some we’d heard but, nevertheless, they were still good ones and then he hit me with a whopper of a story.

More than a decade ago, at a workshop on Appreciative Inquiry,  Loiue was sitting next to a repatriate from Saudi Arabia called Elmer. Part of the workshop proceeding require that participants ask each other questions that’ll bring up good memories, memories of success and memories of having had a change of heart.

“Can you share me a story or two about having lived and worked in Saudi Arabia?” asks Louie of Elmer. Elmer In Prayer

“At first it was tough. I hated every aspect of the Saudi culture. I hated the authorities. I hated the fact that they had so much wealth and power over all those that came to seek a living in Saudi Arabia. Most of all, I hated the fact that there were no churches in the vicinity for a Catholic like me to drop by and pray. Nevertheless, I continued working and suffering, hoping that one day I’d save up enough money to go home and look after my adolescent daughter and wife in the Philippines. You see I loved them both to death, and believed that they both brought meaning and purpose to my life,” shared Elmer.

“And?” urged on Louie.

“Life wasn’t easy. The work was demanding and I really wasn’t saving up much, as a construction worker in Saudi Arabia. Three years went by and I began to grow homesick when one day my wife calls up and claimed our daughter, Precious, was seriously ill and had to be brought to the hospital. Panic-stricken and helpless, I stayed by the phone for the next few days. Three days into the hospital, I get a call claiming that Precious needed to undergo immediate surgery or we would lose her. My heart screamed out in pain and I had no idea what to do, where to go? I had, then, not enough money to send to my wife and I had no one to run to. I had no place to borrow from in Saudi Arabia,” cried Elmer.

“Where’d you go?” asked Louie.

“I was desperate. I called a few, Filipino co-workers but we were all in the same boat – helpless and money-less. It was before sunrise on a Friday in Saudi Arabia and I couldn’t even approach my bosses at work. My heart still screaming, I stepped out onto the streets of Riyadh hoping to beg, borrow or let a miracle happen. My Christian heart yearned for an altar to kneel before and send out my plea into the skies but then again, this was Saudi Arabia, and I couldn’t find a church. A few blocks away from my place of stay I reached a mosque from within which, I could hear prayers being recited. Sozzled with pain and anguish, I walked in and in a corner fell upon my knees and let my head drop in prayer. I wanted my daughter to live. I wanted her to be there when I went home.”

“Gosh,” muttered Louie and placed his arm across Elmer’s shoulders, “what happened?”

“I didn’t know but an Imam had walked up to me and was standing in front of me, demanding to know if I were a Muslim. No, I replied, I am not, “replied Elmer.

“Then, in that case, I am sorry, but you will have to step out and take your prayers and plea somewhere else,” announced the Imam.

His face wet with tears, Elmer stumbled up and with shoulders drooping, and he began to walk out with the Imam right on his tracks. He was angry at himself for having walked into a wrong house. When outside, the Imam stopped him and asked what exactly was his problem. Elmer’s heart burst and he poured out his pain, sobbingly, to the Imam. With hardly a shift in his attitude, the Imam had Elmer follow him to his bank’s automated teller and punched out the amount of money that Elmer thought would get his Precious out of danger. “Pay me back when and if you can. If not then consider it as a response to your plea,” smiled the Imam and walked away.

My friend Louie, too, wiped away the tears from his own face and asked, “So, did you ever get to see that Imam again.”

“No, I haven’t” claimed Elmer, “but there is not a single day in my life that I do not think of him. Every time I enter a church here in the Philippines, I see his stoic, bearded face in the crowds and my heart smiles. I must confess that I do not want to go back to Saudi Arabia at my age now but the amazing thing is that in me there is no dislike or contempt people of a different belief. This, this way, I feel happy and big inside of me.”

“I tell you, brother, no story has touched and changed me the way that Elmer’s story did,” said Louie to me, as our plane skidded on the runway in the Philippines. Louie’s miracle question to Elmer had changed him and continues transforming people who hear of it.

Me? I got my story shot-in-the-arm and still have my head in clouds since that day.

Raju Mandhyan

 

My upcoming public workshops:

InSpire Like a CEO: http://www.genesistrainingevents.com/Raju/inspire.html

Appreciative Leadership: http://www.genesistrainingevents.com/Raju/AL.html

 

My books also available on Amazon: http://goo.gl/OZSMj8

Posts on Facebook: https://goo.gl/MXQEqU

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from ExPat InSights :  https://www.youtube.com/watch?v=vjf3sHaZBSo

 

 

Leadership: Trust and Space

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Long ago I heard a fable I heard a fable of a mother eagle laying two eggs. To help them hatch, one she barely pecks at all while the other she helps more than necessary. The baby from the first egg succumbs to the entrapment of her shell while the second loathes flying on his […]

Communicating and Leading Across Cultures

A few years ago on ExPat InSights, I was sitting across the CEO of the NCO Group in the Philippines, Keith Jones, and to one of my questions “What are your plans for your future?” He responded very confidently and calmly, “I am a global person, Raju, and I will take wherever I am needed and where I can add value.” For days and still until now the memory of his confidence and calmness has stayed on in my mind.

For years before that I had and also continue working with hundreds of such global executives coming in and, sometimes, going out of the Philippines. My interaction with them is called Cross Cultural Training but one of the executives referred it to as, “This was much more than just training but rather an in-depth coaching and immersion in the Filipino culture. The learning and insights were precious and I will apply them from day one and every day on.”

Going back to Keith Jones’ statement, today, I live with the conclusion and research proves it that global executives can move with calm, with confidence and create value across cultures when they learn to place themselves in the shoes of people of diverse cultures as they traverse across the globe. Of course, there is more than just stepping into the shoes of another but doing a lot more. It is compassion, it is vision, it is authentic value-creating action but the first step is stepping into the other person’s shoes.

In the Philippines, where I live, there is a word-a value called “Kapwa” and it is an all encompassing word that somehow gives cross cultural communications and leadership such credence and brilliance.  The dictionaries translate it as neighbor, reflection, one-of-a-pair, kindred etc., my “paramdam” is that it is all those translations and a lot more. It is also kindness, mercy, empathy, compassion and love all placed in one for all other human beings and for humankind itself.

Communicating Across Cultures

Communicating Across Cultures

Cross-cultural leaders like Keith Jones and Jeff Uthoff of Telus International know it intuitively, in their gut, in fact they “paramdam” it. Paramdam, by the way is to sense, too intuite, to know without being told.

Taking this first step of learning to place ourselves in the shoes of others starting with the assumption that in every human being, in every system and culture there is something that works, something that is beautiful and brilliant. Our job, our first objective is to seek and let this brilliance evolve, unleash itself.

 

My upcoming open to public events:

11/17/15 Communicating and Leading Across Cultures in Dubai : http://goo.gl/ajjp2l

12/14/15 Inspire Like a CEO in Mumbai: http://www.genesistrainingevents.com/inspire.html

12/21/15 Appreciative Leadership in Bangalore: http://www.genesistrainingevents.com/Workshops/ai-index.html

http://www.genesistrainingevents.com/Workshops/ai-index.html

Posts on Facebook: https://goo.gl/MXQEqU

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from ExPat InSightshttps://www.youtube.com/watch?v=vjf3sHaZBSo

 

Why Coaching Salespeople Creates Champions

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Though early on in my career I did not get any sales specific training I was fortunate to intern under several successful sales champions. My mentors had learned their skills through the school of hard knocks and over a long period of time. Mentoring me, though, was far from their minds and all they really cared was if I made enough sales and if my success at sales put money into their coffers.  Amazingly though, and such is life, I picked up a million little lessons from them which over time gave me an uncanny and an unfair advantage over many sales people and endeared me to my clientele and the market I played in. The learning was in-depth and the growth was exhilarating and long lasting. Years into the profession, when side by side with my mentors I had developed an uncanny and subtle set of playing rules which almost always helped me close deals and serve my clients consistently and to the benefit of both sides.

Over time, I realized that the art of selling was not just an art but an extremely refined science. The rules of this science, in the past, were learned through by getting into the pit again and again. Today, the culture of learning through long and strenuous interactions over a  l o n g period of time does not need to be continued. It still has its benefits but keeping in mind the principle of “Anything can be accomplished if the task is broken down into small enough steps,” from the school of Nuero Linguistics Programming, a sales leader can transfer these uncanny and subtle set of playing rules to almost anyone willing to learn and wanting to make a success out of his sales career.

Stretching Limits through Sales Coaching

Stretching Limits through Sales Coaching

 

Across the world trainers and sales consultants like me have now packaged these playing rules into principles and practices which can be mastered in a matter of months if not weeks.  Gone are the days when a successful sales person or a team leader would get on stage and boost the spirits of his teams through stories and admonitions towards sales success. Today, the name of the game is Sales Coaching—and, it is potent and powerful in real time and in measurable terms.

Sales Coaching brings about a multitude of benefits at the individual, the team and the organisational level.

At the individual level, sales coaching starts with the assumption that if you can dream it then you can achieve it. This becomes an extremely powerful a paradigm for the sales person because it starts with the belief in her potentiality, its helps unleash her latent strengths and it helps her leverage on her own past successes no matter what field or discipline she comes from. Sales coaching, at the individual level, instead of imposing the manager’s or the organizations belief systems on the salesperson helps her uncover her own driving values. It help her fine tune her skills in complete alignment with her own beliefs and potential.

At the team level, Sales Coaching, helps distribute work load and challenges based on personal preferences and competencies of each player. It helps teams eliminate links which may be weak and move from strength to strength to strength. Steven Covey highlights this synergy of strengths by creating a metaphor of loading a single wooden plank with a measured downward pressure, followed by laying another layer of a wooden plank on the first one. The downward pressure and weight thus carried by two wooden planks not just doubles in tandem to the number of planks but increases multi-fold. Such is the power of Sales Coaching for a team. It strengthens each player individually and then bonds them together with their strengths thus reducing team weaknesses. At the practical level, a manager-cum-coach can assess individual strengths and assign tasks and territories to build on strengths instead of just logistical and market demands.

At the organizational level, Sales Coaching helps in the following ways:

  • Essential knowledge and organization culture is retained and enhanced in the process.
  • Employee engagement and thus retention peaks up because of increased performance and satisfaction.
  • Alignment of personal, team and organizational goals are constantly aligned thereby boosting rapid and sustainable growth.

In summary, the business of old-fashioned sales training has taken on a new and a vibrant face. Instead of sweeping statements about successes and successful behaviour during sales it now is a fine-tuned, highly refined and custom made one on one learning. It is not just faster, better and cheaper but it is also creative, conscientious and constructive. A well-designed sales coaching program addresses the needs of individuals, teams and organization in the areas of culture, processes, characters, visions, and competencies.  A well designed sales coaching program also provides knowledge, skills and true wisdom for playing well in the pits, where the true action is.