Develop an Internal Coaching Program
With the work you’ve done up to this point and a new coaching approach to unleash, you must realize how powerful a manager you can become. And with any great power comes a greater responsibility to use your power for the good of your team. But beware of the kryptonite that robs managers of their strength, influence, and confidence. The seduction by potential can very quickly render you the hostage of your career and of your team: a helpless victim of your own thinking. While the persuasive ether of potential can become your worst nemesis, it will be the defined, focused intervention of a turnaround strategy that will break the shackles of seduction that bind you.
This final chapter incorporates many of the skills, upgraded thinking, and techniques that we have discussed throughout this book, which are all necessary to contend with an underperformer. Using an actual coaching scenario, I will give you a ground-level view of how one well-intentioned manager guided one problematic salesperson on their transformational journey and the conversations that transpired throughout this intense, demanding, yet ultimately rewarding process.
At the conclusion of this chapter, you will be able to rely, with great confidence, on a four-week program that will provide you with the blueprint to turn around underperformers in less than 30 days or quickly ...