23 Jul No Time To Coach? Part 1 of 2
Part 1 of 2: The following article is derived in part from the thinking of Randall Murphy and the Acclivus Corporation and their curriculum entitled Acclivus Coaching for Sales Performance. This program is offered in a partnership with Next Level Exchange.
“As a billing manager, I never seem to have the time to coach my people consistently and they have such a limited attention span that I get the feeling, especially with my veterans, that they aren’t really into learning anyway. How do I find the balance and provide them what they need in a format that is of interest and relevant?”
This question ranks as number one among owners, billing managers, and even trainers trying to find the balance between their own work load and providing their recruiters with essential skills and knowledge. We are all experiencing work environments that are intensely more competitive and constantly changing with business goals and objectives that continue to escalate.
And while there are still 7 days in a week and 24 hours in a day, our challenge is to do more with those same 7 days and 24 hours then we did just a year ago, especially now that so many managers are back on a desk.
So how do we begin to find the gift of time to coach our people and who is to say they are open to receiving it?
It is one of the classic recruiting organizational dilemmas. The truth is that most of us grew into our positions; we came up through the ranks and, when we became a manager, practice leader, trainer, or coach, nothing was taken off our plate in the transition!
For most of us historically, the concept of coaching and learning comes from the perspective of “throwing them in the water to see if they can swim.” So naturally, the coaching sounds something like this – as you stroll by their cubicle –
“Hey, I just looked at your call report and your dials are low….need to get em up! You must have four hours of connect time to be successful in this business”.
This is certainly an understandable paradigm as most of us were raised in results oriented, bottom line, do or die environments. And while these coaching statements are true-the problem is that these comments boil down to “work harder” which only helps if “work harder” is the right answer. The “work harder” response is about as effective as a football coach standing under the goal post and yelling out the score to his team.
Key point: If I’m going to position myself as your coach, I’ve got to watch you play the game. This means I have to coach to more than just results or the attempt at results. The scope of this conversation goes beyond this article, but one of the best resources for learning to coach in a meaningful and impactful way is a technique called the unobserved coaching method as taught in Acclivus Coaching for Sales Performance.
It is a great way to be “in the moment” with your people and be able to connect with them in a meaningful way without spending hours that you don’t have to personally be with them and observe their behavior. For coaching and learning to be truly effective, it must be around more than just the results. It must be around skills, knowledge, effort and attitude on the work being done. You will spend less time on meaningless coaching and end up with a coaching message to your people that is both valuable and executable!