In the previous three posts we saw that Ed had problems coping with nerves, Ringo had problems with delegation and Nat had problems adapting to change. I’ve fallen for the same trap I warned you of earlier. I am focusing too much on coaching as a means of restoring performance not developing performance or building on strengths. Let’s look at that now.
Curtis runs a small consultancy business providing a range of support and training for owners and managers of small to medium enterprises (SMEs). Late last year he employed Elaine as a personal assistant. Elaine has a wealth of experience and had a good career with one of the large oil companies before leaving to have a family. Recently Elaine has been taking a real interest in helping Curtis build the business and has been accompanying him to client meetings. She has also been researching – on her own initiative – ways they could use technology and the internet in the business. They are having their customary morning coffee.
|Elaine||I notice that your due to see Johnston technologies this afternoon|
|Curtis||Yes, that’s right. I could do without it to be honest, we’ve that much on already.|
|Elaine||I could go.|
|Curtis||Ok, Let’s talk that through. What do you think you should aim to get from the meeting?|
|Elaine||To get him to sign up for the 3 month support package!|
|Curtis||Well that would be nice as a sort of maximum, but what would be the minimum you’d want to achieve?|
|Elaine||Err. I suppose if I left just having made a good impression and with his agreement to continue meeting with us that would be something.|
|Curtis||Yes. It would. Expecting to get a sale every meeting perhaps creates too much pressure.|
We have the makings of a good set of aims
|Curtis||What have you noticed about the meetings you’ve attended with me?|
|Elaine||Well don’t take this the wrong way, but I think you can be a bit too soft sometimes. I’m not sure you always spot that they’re ready to buy|
|Curtis||Really? What do you notice that I don’t?|
|Elaine||It’s often in the body language. I see them leaning forward and maintaining eye contact for longer. It also seems to me that their questions are about what happens when the package of support is drawing to a close. That has to be a buying signal.|
|Curtis||You’re right Elaine and I think you might have a real talent for this.|
Reality has been explored and it’s clear that the aim remains viable without the need for deep reflection.
|Curtis||So how will you play it this afternoon Elaine?|
|Elaine||Well I could take our brochure, but I’m not sure he’s ready for all that detail. I was thinking that I’d have it with me but just get him talking about his business at first and look for signs that we can help. I also wondered about seeing if he’d like to help us trial the member’s area of the website.|
We can leave them to it now and Elaine is clearly thinking well and generating her own options without too much prompting from Curtis. All that remains is to decide which options to choose as the way forward and for Elaine to give it her best shot at the client meeting.
Someone in Elaine’s position is a joy to coach as they are showing so much responsibility and initiative anyway, but we still need to make sure that everything has been thought through.
Curtis has shown good coaching skills in that he has not over-coached by asking Elaine too many questions, and he has not let his ego get in the way when she was explaining that she noticed him missing sales opportunities. As a businessman Curtis realises that Elaine has skills and assets that he can really benefit from if he cultivates them in the right way.