Defining, Managing, and Modeling for Successful Coaching


If you haven’t already heard, we’ve collaborated with the team at What Drives Winning to host an autumn webinar series that focuses on how you can create the optimal environment for your sales and customer success teams. 

These sessions, hosted by Brett Ledbetter and Becky Burleigh, are designed to provide an in-depth understanding of how to define, manage, and model the best working environment for your team, based on expert coaching methodologies and team leadership psychology.

This week, we’re summing up the first session which introduced us to the concepts of defining, managing, and modeling, and what that means for sales leaders.  

You can watch the full recording here.

Building an environment where your team can be their best

According to Brett and Becky, building an environment where your team can do their best work boils down to three things – how they define, manage, and model their expectations.

As a leader:

·   Defining is proactive

·   Managing is reactive

·   Modeling is all the time

According to Brett, “As a coach, my job is to build an environment where people can do their best work.”

Becky expanded on this by saying “I would like to teach people how to be resourceful for themselves to find their own answers and to coach themselves, as opposed to me providing the answers.”

Brett added, “We try to build a platform where people can coach themselves. That builds trust and that builds autonomy. It encourages team members to take risks and have us support them.”

Defining is proactive

Brett describes defining as a proactive approach to define the expectations of what end result you want.

As Neil Armstrong, the first man on the moon, said, “If you’re an inch off landing, no big deal. If you’re an inch off take-off, you miss the moon by a million miles.”

Becky commented on this by saying, “When the takeoff is yours, the more you can put structure and define what it is you’re expecting, the better chance you’re going to get to where you really want to go.”

So, it’s essential to create a coaching framework and clearly define detailed explanations around all your expectations. Otherwise, they’re left open to interpretation and will delay success.

Managing is reactive

Every day there is something that comes up with your team that you’re probably not expecting. All the grey area things you must navigate are what make leadership so challenging in terms of building trust. The goal is to catch above-the-line behavior, the stuff that wins, and then convert below-the-line behavior into winning behavior.

As Becky said, “It’s so easy for us to focus on the things that are going wrong and the undesired behavior. And I think sometimes as leaders we forget to recognize and promote the things that are going well. And those are important because it is a model for your team to see what is actually right.”

There are ways to bring out great behaviors and behaviors that are undesirable. Sharing call recording examples is one way to do this to compare the two so individuals can hear the difference and learn from it. And, according to Becky, to preserve the health of the team, the coach collectively points out the behaviors that win and then privately points out the behaviors that need to be converted.

Modeling is all the time

As coaches, your actions are always sending signals. So, you need to be present. If you want your team to be in the moment, then you need to be in the moment. This could be an incredible modeling tool, that whatever you want from your team, then you need to be the physical manifestation. So, just fill in the blanks:

If I want my team to ______________________.

Then I need to ____________________________.

For example, if I want my team to be resilient, then I need to be resilient. If I want my team to be energetic, I need to be energetic.

As Becky said, “I think all of us have an idea of what modeling is. I just don’t know that it’s always present in our mind that we are modeling. And I think this is just a great reminder.” Remember that your actions speak louder than your words because your team takes cues from your behavior even if you never have a conversation about that behavior. That speaks to the power of those cues.

And, nobody is perfect, but you need to own your imperfections, acknowledge them, and be accountable for them.

Looking for additional ways to infuse continuous learning and sales skills growth in your sales reps? Book a demo with a member of our team to see how Jiminny can help you consistently improve your team’s skills and performance.