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Data gives you a starting point, a focus for where the engagement is going. At a minimum, use a learning agility inventory to give the coach and coachee an understanding of what the coachee tends to do in situations in which he or she has never been.
Great managers are synonymous with coaches. They’re “manacoaches.”
Non-compliance is our bane as trainers. Or is it? Why are some non-compliant salespeople capable of ultimately embracing change, while others remain steadfastly opposed? Here is a tale of two non-complaint salespeople.
Every visit a customer makes to an auto service facility is like a mini-journey. When that trip is over, the customer to feel well-served, valued and maybe even a bit delighted. Great customer service training is what makes that happen.
The sales manager’s goal is to help employees solve their problems, not to encourage them to lay their problems at their office door. In order to help them do so, it’s imperative that you help sales managers develop active listening skills.
In no way, shape or form am I trying to compare an educated, ambitious sales force with the average canine. But I think we can draw parallels between training best practices for the two groups.