coaching How to Give Feedback that Empowers Salespeople DR. MICHAEL E. BERNARD
individuals and/or teams. Here’s what we’ve learned from implementing the program with test groups.
Many managers get hired on the basis of a track record that shows a relent- less effort to achieve sales targets. Their tenacity and perseverance are vital to driving revenue.
At the same time, success as a man-
ager requires a softer touch in some areas – particularly when it comes to the essential skill of providing feedback to the sales team. The best managers show a strong commitment to helping others succeed and display high levels of empathy, acceptance, re- spect, support, and willingness to pro- vide constructive feedback. They also understand how to manage their own negative emotions and habits (anxiety, anger, procrastination) so they don’t inhibit the performance of others. In some cases – even though managers intend to be supportive and helpful with their feedback – their approach actually leaves salespeople feeling demoralized and underappre- ciated. A new approach to managing and coaching high performance is emerging. This approach connects
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the manager-employee conversations with the daily realities of the business. It is based on a simple premise. Employees expect and welcome
regular feedback and advice from their direct-report manager or super- visor about their near-term work that focuses on how to overcome difficulty and to excel.
At the Bastow Institute of Educa- tional Leadership, we’ve created a High Performance Mindset at Work (HPMW) learning and developmental program based on international re- search. We implemented this program with a test group and examined the differences between “developmental conversations” and “problem-focused conversations.” Developmental con- versations are designed to develop the capacity of individuals and teams through discussion, problem solv- ing, and education, and they are far more effective than problem-focused conversations. The trouble is, many managers find it difficult to conduct developmental conversations with
Managers and supervisors who ex- cel have a strong skill set for conduct- ing regular, near-term developmental conversations that makes a difference to business outcomes. They also have a highly developed work mindset. If you want leaders and managers to excel at leading teams and man- aging individuals, then incorporate – within their preparation program – developmental conversations skill training and high performance mind- set training. Additionally, in order for managers to discuss what it takes for an em- ployee to excel, conversations need to strengthen employee skill set and mindset. By strengthening mindset upwards of 10 percent, exponential ROI can be achieved.
Managers who have been through
the program find it helps them create more opportunities for them to have a rich dialogue with their teams. They’re able to stay more focused on enabling the team to succeed rather than simply using a “stick” to drive results. Their conversations with direct reports are more productive and they report more frequent instances of coaching team members rather than rescuing them from problems and challenges.
Michael E. Bernard, PhD, professor, University of Melbourne, is an interna- tional leader in the field of high performance mind- set training, cognitive-
behavioral intervention, social-emotional learning, and parent education. Dr. Bernard was also the first sport psychologist of the Collingwood Football Team. An author of 50 books, he consults with business, education, and government, and can be contacted at
michaelebernard@gmail.com.
MAX GRIBOEDOV /
SHUTTERSTOCK.COM
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