"...so what does your current process look like for that?"
Strong open question. Next: layer a follow-up to surface the cost of the current process.
The problem
You can only coach what you happened to hear.
With eight people in your team you can listen to a few conversations a week at best. The rest you never hear, so your coaching is based on a tiny sample.
Then there is the prep. Finding a good example, noting the timestamp and writing it up takes longer than the meeting itself, so it quietly gets skipped.
What changes
Spend your time where it counts.
Ordered by need
Your team is listed in order of who needs you most, with the reason spelled out.Briefs written for you
Act writes the one-to-one for you: what to raise, the skill it relates to, and the clip to play.Proof, not hearsay
Every point links to a moment in a conversation, so you talk about what was said rather than what anyone remembers.Follow-through tracked
What you agree carries into next week and shows up in their progress, so coaching does not fade away.Consistency across the team
Everyone is scored the same way, so a good salesperson with a strict manager is not marked down.Full coverage
Every conversation is scored, including the ones nobody would have picked to review.
What you see
What you work from.
From
Eriqa Coaching
Subject
Today: one change to your discovery questions
This week you are working on
Discovery Proficient
What happened yesterday, 02:41 to 03:38
"So you are looking at a new system. Shall I walk you through what we do?"
You moved to your pitch before finding out what the current process costs them.
Try this on your next conversation
Asking what the current process costs them each month, before you describe anything you do.
Overall QA
86/100
Critical / auto-fail items
A typical week
How the week runs.
- 01
Monday
Kickoff shows the team position and who moved since last week.
- 02
Midweek
A short list of conversations worth reviewing, each linked to a specific skill.
- 03
One-to-ones
Open the brief, play the moment, agree one action.
- 04
Month end
Before and after for each person, so you can show your boss the coaching worked.
Give your managers back their evenings.
The prep is the bit a computer should do. The conversation is the bit it should not.