ATD Blog
Sales Coaching in 2013—Merging Ancient Greek with Modern Engagement
Thu Jul 11 2013
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The ancient Greeks gave us great words to convey the value and opportunity that coaching represents. Let me explain. There are two ancient Greek words for the concept of time: “chronos” and “kairos.”
The ancient Greeks gave us great words to convey the value and opportunity that coaching represents. Let me explain. There are two ancient Greek words for the concept of time: “chronos” and “kairos.”
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“Chronos” refers to the chronological measure of time, and it’s what’s meant when you talk to sales representatives (SRs) about time management, productivity, efficiency, and effectiveness—the better use of their time on territory.
“Chronos” refers to the chronological measure of time, and it’s what’s meant when you talk to sales representatives (SRs) about time management, productivity, efficiency, and effectiveness—the better use of their time on territory.
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“Kairos” refers to a supreme moment; in other words, a moment of truth, or the right, memorable, or opportune moment. It’s a moment of indeterminate time in which something emotionally special happens. It’s the moment when you and the SR just know that “we get it”—when a real spiritual connection occurs.
“Kairos” refers to a supreme moment; in other words, a moment of truth, or the right, memorable, or opportune moment. It’s a moment of indeterminate time in which something emotionally special happens. It’s the moment when you and the SR just know that “we get it”—when a real spiritual connection occurs.
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Defining Engagement
Defining Engagement
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A great way to create a coaching kairos moment, and really connect with your sales team, is to use Gallup’s concept of engagement. First, let’s review the Gallup’s engagement concept. Their research says there are three kinds of SRs.
A great way to create a coaching kairos moment, and really connect with your sales team, is to use Gallup’s concept of engagement. First, let’s review the Gallup’s engagement concept. Their research says there are three kinds of SRs.
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Engaged SRs are productive true believers and find their work satisfying. They take ownership in and of their job
Engaged SRs are productive true believers and find their work satisfying. They take ownership in and of their job
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Not-engaged SRs are agnostics who are not psychologically committed, but still do their jobs well.
Not-engaged SRs are agnostics who are not psychologically committed, but still do their jobs well.
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Actively disengaged SRs are those who are disenchanted and disaffected with their jobs.
Actively disengaged SRs are those who are disenchanted and disaffected with their jobs.
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Their latest research shows the typical spread to be about 18 percent engaged, 61 percent not engaged, and 21 percent actively disengaged employees.
Their latest research shows the typical spread to be about 18 percent engaged, 61 percent not engaged, and 21 percent actively disengaged employees.
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Here’s the kicker: The research also says that the traditional way of sales managers connecting with SRs through involvement in business activities, which in theory should lead to engagement in their job, doesn’t work well. It’s too superficial for a real kairos connection. And this may also be a reason why the spread of the 3 engagement numbers haven’t really changed over the past years.
Here’s the kicker: The research also says that the traditional way of sales managers connecting with SRs through involvement in business activities, which in theory should lead to engagement in their job, doesn’t work well. It’s too superficial for a real kairos connection. And this may also be a reason why the spread of the 3 engagement numbers haven’t really changed over the past years.
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Also, engagement doesn’t mean satisfaction. We already know from customer relation studies that a satisfied customer is not necessarily loyal to a brand. In fact, you may have known SRs who seemed satisfied with their job, who displayed a sense of passion about their job, and who you observed being actively involved with others in the team, yet they have left the company or sales team for another company or career.
Also, engagement doesn’t mean satisfaction. We already know from customer relation studies that a satisfied customer is not necessarily loyal to a brand. In fact, you may have known SRs who seemed satisfied with their job, who displayed a sense of passion about their job, and who you observed being actively involved with others in the team, yet they have left the company or sales team for another company or career.
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Something was missing. However, you (their sales manager) and perhaps even they weren’t quite sure what it was. That is, they’ve not been fully engaged.
Something was missing. However, you (their sales manager) and perhaps even they weren’t quite sure what it was. That is, they’ve not been fully engaged.
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Home of Engagement
Home of Engagement
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Imagine if the whole team was engaged? Well, here’s a simple way to enable this increase in engagement by helping sales managers create their own “Home of Engagement” built with solid floors, flexible walls, and no ceilings.
Imagine if the whole team was engaged? Well, here’s a simple way to enable this increase in engagement by helping sales managers create their own “Home of Engagement” built with solid floors, flexible walls, and no ceilings.
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The floor represents the solid foundations of discussing with the SRs exactly what is expected from them at work and “what a good job looks like.” Include the “whys,” “whats,” “whens,” and “hows.” Help sales managers create and manage realistic expectations of their team members. It’s well known that employees largely live up to the expectations of their managers!
The floor represents the solid foundations of discussing with the SRs exactly what is expected from them at work and “what a good job looks like.” Include the “whys,” “whats,” “whens,” and “hows.” Help sales managers create and manage realistic expectations of their team members. It’s well known that employees largely live up to the expectations of their managers!
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The walls represent some boundaries that the SRs need to work within. Things like keeping the SRs informed of strategic and tactical plans and activities. There may be common walls (that are the same for all the team) like company ethical behaviour standards and industry code of conduct or there may be personalised walls (not the same for everyone) like territory promotional budget or product/ customer mix. You may have to help the sales manager negotiate some flexibility in how they operate_._
The walls represent some boundaries that the SRs need to work within. Things like keeping the SRs informed of strategic and tactical plans and activities. There may be common walls (that are the same for all the team) like company ethical behaviour standards and industry code of conduct or there may be personalised walls (not the same for everyone) like territory promotional budget or product/ customer mix. You may have to help the sales manager negotiate some flexibility in how they operate_._
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The ceiling represents personal growth and achievement. And it’s here that the kairos moment exits.
The ceiling represents personal growth and achievement. And it’s here that the kairos moment exits.
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Look for your company’s equivalent of “a personal best,” rather than a comparison with other people.
Look for your company’s equivalent of “a personal best,” rather than a comparison with other people.
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Create opportunities that allow them to do what they do best every day, to discover their potential and belief in what’s possible.
Create opportunities that allow them to do what they do best every day, to discover their potential and belief in what’s possible.
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Encourage a culture of recognition, where everyone has the opportunity and responsibility to create genuine and spontaneous praise and feedback.
Encourage a culture of recognition, where everyone has the opportunity and responsibility to create genuine and spontaneous praise and feedback.
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Never miss an opportunity to give recognition in an appropriate way. Find ways for SRs to communicate praise and appreciation amongst the team, and to other teams and senior management. Develop ways that encourage them to ask for feedback.
Never miss an opportunity to give recognition in an appropriate way. Find ways for SRs to communicate praise and appreciation amongst the team, and to other teams and senior management. Develop ways that encourage them to ask for feedback.
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Establish a process so that opinions are readily offered and managed.
Establish a process so that opinions are readily offered and managed.
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What do SRs need for a kairos moment?
What do SRs need for a kairos moment?
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To feel that what they do is important; that what they do relates to “something significant” in their market/ industry.
To feel that what they do is important; that what they do relates to “something significant” in their market/ industry.
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To be proud of their company and that they contribute to the success of their team and the company.
To be proud of their company and that they contribute to the success of their team and the company.
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To believe and feel proud that they are doing a good job and have the chance to develop.
To believe and feel proud that they are doing a good job and have the chance to develop.
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To be appreciated by peers and managers alike.
To be appreciated by peers and managers alike.
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Bottom Line
Bottom Line
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People will always perform for their reasons, not yours, the sales manager’s, or the company’s.
People will always perform for their reasons, not yours, the sales manager’s, or the company’s.
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Asking questions that get SRs to “think out loud” enables the sales coach to confirm what drives or inhibits them. Encourage the sales manager to align their expectations with what the SR values, their goals, beliefs, fears, aspirations, and concerns.
Asking questions that get SRs to “think out loud” enables the sales coach to confirm what drives or inhibits them. Encourage the sales manager to align their expectations with what the SR values, their goals, beliefs, fears, aspirations, and concerns.
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More important, sales managers don’t need to wait for the company or senior management to do this. They can create the kairos moment and enable all these things all by themself.
More important, sales managers don’t need to wait for the company or senior management to do this. They can create the kairos moment and enable all these things all by themself.