3 Coaching Value Drivers of Data Visualization

One thing front line managers today are not short on is data. Each day brings a new stream of spreadsheets, reports, tables, analyses, and other data sources designed to help managers make better decisions and run their business. The reality is that all of this data is not necessarily having the desired effect. In fact in a lot of cases, it’s creating the opposite outcome—overloading managers with data to the point it’s taking time away from their top priority of developing their people.

Case in point: During the Vietnam war, a trend emerged in which fighter pilots were being shot down at an increasing rate during dog fights. After analyzing cockpit data, researchers found that a group of pilots who shut off their alarm systems after only 2 or 3 alarms went off so they could focus on the task at hand had better survival rates than their counterparts who left all alarms on. What this suggested was that after a certain point, too much data and warning systems can have a counterproductive effect. This showed that it’s vital to prioritize the most important, urgent information and manage the information flow in order to help pilots focus on their primary task—flying the plane and fighting the enemy.

As this relates to managers and coaching, there are 3 key value areas where data visualization can have a dramatic impact on sales performance, employee satisfaction and retention, and professional development of sales team members.

1. Visualized data is easier to digest. Just like food, data that’s hard to digest can give you heartburn, or leave you feeling queasy and unsure of what to do about it. When managers are given the right data in ways that are meaningful to the task at hand (eg, for coaching) it helps them focus on decision making and prioritization instead of slicing, dicing, and dissecting a lot of disparate data points. Visualized data in coaching applications should be designed to help managers focus on specific tasks that guide and enable better coaching. 
2. Priorities and warning signs present themselves faster. One of the big challenges many managers have with the current flow of data is that it’s just data. It’s usually not organized in a way that’s designed to help prioritize important and urgent needs or opportunities. In contrast, visualized data presents “insights” in a way that’s designed to draw attention to issues, opportunities, and trends that help managers see these things earlier. Quicker visibility typically gives them more time to react, plan, and take the right action, which results in better sales outcomes and efficiencies. 
3. Collaboration is easier with visualized data. The concept of collaborative coaching relies heavily on the manager and the sales professional participating in and taking ownership for outcomes from coaching. This collaboration can be significantly more challenging when using data from multiple disparate sources, having to interpret it in order to gain consensus, and then factoring in variability of the type and source of each data point. Much of this process is worked out in the design of the data visualization elements of an application. This process takes a lot of the guesswork and debate out of the equation and places the focus on performance, development, and results of the sales professional.

If you’re considering adopting a coaching platform or application, we recommend looking beyond the basic support functions and looking closely at how the solution uses data visualization to tell the story. You should be able to instantly gain insights and draw conclusions at a glance. These insights and conclusions about priorities and opportunities are the value drivers that propel sales performance and enable managers to focus on their primary job—coaching to develop their people.

About the author 

For over 25 years Gary Marinko has worked in a consultative capacity with Fortune 500 companies solving complex business challenges with technology. More recently Gary has combined his expertise in technology with sales training in the life sciences industry to bring focused value creation to key Proficient Learning customers. In his current role, he leads the interactive business unit at Proficient Learning, which focuses on developing sales enablement software and mobile solutions that help sales teams and managers accelerate performance and efficiency.

4 Key Rules to Releasing an App to Your Teams

It’s the moment of truth. You and your team have worked hard to select and customize an app, and now you’re releasing it to your internal teams. Here are 4 key rules to keep in mind!

Select an ingenious app
How do you truly select a good app that will meet all the needs of a particular team? This starts with understanding your internal team’s world. Obtain information and first-hand experience to properly select and customize an app that acts as a solution. Another key factor is to select something that is intuitive. Living in a world where everything has an app, users are developing certain expectations. Those that are non-intuitive will have a short shelf life. 

Develop an effective plan

Nothing is more important than having a solid deployment plan. Have you developed a plan that includes all parties and that will not inconvenience those helping or those receiving? Keep in mind that adaptability during this process is important as well. We can attest that with technology things can change at any moment. The best thing to do is to prepare for all possibilities.

Make sure training is fundamental

Now that you’ve selected and customized your app and developed a release plan for the team, your main focus shifts to providing the best-possible training. This can include live sessions, virtual sessions, and more importantly, follow up. Give your internal teams the chance to familiarize themselves with the app on their own time. Be sure to provide useful resources to help ensure people are comfortable with the tool and truly understand how to use it.

Create a supportive experience

Support is essential in this process. Once you have your app up and running, your responsibility to your internal customers doesn’t end there. Technology is fluid and always changing, and the app must continually improve. The best way to do this is to obtain feedback from your internal customers and reflect that feedback in the app’s updates. Meet with your app partner to ensure that any enhancements they make take the internal customer feedback into consideration. More importantly, provide an excellent support team that will help the internal teams when in need. This will help create a positive support experience and increase the use of the app to achieve the business goals desired.

About the Author

MeeAe Strosnider–Implementation Manager

As the Implementation Manager at Proficient Learning, MeeAe Strosnider is responsible for managing the implementation of mCoach solutions with a diverse range of companies, coordinating end-user training that drives solution adoptions and satisfactions, and managing customer expectations to ensure full utilization of the mCoach solution. MeeAe collaborates with Product Management, Sales, and Development to support customer implementations and produce high-quality deliverables that meet Proficient Learning’s expectations for excellence. MeeAe previously held various management positions in different fields from pharmacy to retail sales and her background include extensive sales, customer service, and implementation experience.  She brings her enthusiasm for process and new development to her role at Proficient Learning. MeeAe graduated from Richmond, The American International University in London, with a bachelor’s degree in Communications and Media.  

3 Reasons Coaching Belongs in Your Sales Technology Stack

I have sold technology for over 20 years in both the enterprise and stand-alone solution space. In my experience, one of the biggest unresolved strategic decisions companies continue to face is whether to utilize functionality in existing enterprise platforms, or consider a “best of breed” stand-alone solution and then integrate it. Determining an ROI on this decision can be tricky at best and downright impossible at worst.
The underlying challenge most sales leaders face is prioritizing what they want their managers to focus on with their teams. With analytics, CRM, LMS, and a host of other sales automation and enablement solutions, technology overload and prioritization has become a legitimate concern. So here are a few ideas to help frame the discussion around coaching and whether it should have its own place in your sales tech stack.

1. Sales coaching has a proven impact on top-line performance. A growing body of continuing research bears out that managers who coach effectively, spend time consistently with their teams, and set and follow through on expectations (skill development and sales performance) outperform their peer groups. Consistently executing on these KPIs requires the right technology solution in order to maximize performance and make it sustainable. In the pharmaceutical space where we primarily work, there is validated research demonstrating that effective coaches outperform their average peers by a margin of over 30%. Over a 3-year period, that number increases to over 60%. With the coaching platforms available today in a SaaS model, the impact and ROI can be staggering and makes a compelling case for putting a specialized coaching platform in the tech stack. 
2. Sales coaching is a specialized skill. Simply using spreadsheets or other functionality that’s built into a platform designed primarily for another business need may appear to be an easier path, but generally won’t deliver the desired result of maximizing sales. Effective coaching requires a host of skills that range from preparation for coaching interactions to one-on-one in-field sessions, to difficult conversations. The resources needed to support all of these activities are rarely in a CRM or analytics application and are frequently impossible to locate and access when most needed by a manager—in the coaching moment. Whether this is the result of coaching being an afterthought or not thinking of coaching as a strategic value driver, the result can be millions of dollars in unrealized revenue. When you look at coaching as one of the specialized skills that a manager has to have in his or her toolkit, it becomes clear that as a primary function of sales management, a coaching platform is a good strategic decision and will deliver a compelling ROI. 
3. Sales coaching ROI can be difficult to measure. All technology ROI is challenging to measure, but the moving parts in coaching can make this solution area particularly thorny. If your platform and solution partner provides decent analytics, you will be able to correlate the activities associated with better and more consistent coaching that impacts sales. At the least, you’ll be able to draw some reasonable conclusions about how your sales coaching program is getting implemented in the field. In many cases even if you take the most conservative approach to top-line impact and severely discount operational efficiencies, most companies can see and achieve 10x to 20x return on the initial investment and ongoing platform subscriptions.

The bottom line when struggling to decide if a coaching platform belongs in your sales tech stack is to focus on these 3 critical drivers: impact on sales performance, enabling tools needed to support specialized coaching skills, and ability to track ROI. Then look at how well your managers are coaching and where they’re struggling. If you don’t know how to evaluate that or don’t have visibility into both what they’re doing and the results, you’ve probably just answered your question about putting coaching in your sales tech stack.

About the author
For over 25 years Gary Marinko has worked in a consultative capacity with Fortune 500 companies solving complex business challenges with technology. More recently Gary has combined his expertise in technology with sales training in the life sciences industry to bring focused value creation to key Proficient Learning customers. In his current role, he leads the interactive business unit at Proficient Learning, which focuses on developing sales enablement software and mobile solutions that help sales teams and managers accelerate performance and efficiency.

Three Rules for Successful Implementation

It’s project kickoff time! You’re preparing to implement with a new stakeholder and it’s going to be a long process with a lot of moving pieces. To ensure successful implementation and customer satisfaction, there are a few cardinal rules to follow.

Rule #1--Be Transparent and Communicate

When it comes to any type of implementation—especially with technology—you should be transparent with the stakeholder. Be clear about all of the processes you develop, every recommendation you provide, and all of the testing that might occur. Remember that you’re both building a partnership with each other, so you must have a foundation of trust. If anything becomes delayed or it looks like the deliverable deadline will change, open the lines of communication. Not only that but, most importantly, present solutions!

Rule #2--Be Adaptable and Think Ahead

It’s imperative to think ahead at all times. Step back and look at the bigger picture. What challenges could arise during the implementation process? The stakeholder is extremely busy and looks to your expertise in ensuring a smooth implementation. Think ahead about items that will be helpful for the stakeholder. These might include clear and concise timelines, who is responsible for which action items, and what happens after an action item is completed. When you’re able to plan ahead and adapt to changes that are outside of the initial plan and process, stakeholders appreciate your ability to tackle challenges—and success follows!

Rule #3--Be Available and Step Outside of the Box

There are times where an implementation requires services that go above and beyond. There may even be times when answering an email or addressing an item will be outside of normal business hours. Though such tasks may be a bit inconvenient or take some extra effort, ensuring successful implementation doesn’t always happen during normal business hours. If a challenge arises, be able to think outside the box and bring solutions to your stakeholder.

Each new implementation sparks new ideas and improves processes. At the same time, and most importantly, the success of each implementation is determined by the trust and loyalty of a stakeholder. All parties involved understand challenges may arise during the planned implementation, but it’s adaptability and creative thinking that will bring everyone to the launch with full confidence. Being available to provide information, deliver results, and communicate are all essential parts of the overall project success!

About the Author

MeeAe Strosnider–Implementation Manager

As the Implementation Manager at Proficient Learning, MeeAe Strosnider is responsible for managing the implementation of mCoach solutions with a diverse range of companies, coordinating end-user training that drives solution adoptions and satisfactions, and managing customer expectations to ensure full utilization of the mCoach solution. MeeAe collaborates with Product Management, Sales, and Development to support customer implementations and produce high-quality deliverables that meet Proficient Learning’s expectations for excellence. MeeAe previously held various management positions in different fields from pharmacy to retail sales and her background include extensive sales, customer service, and implementation experience.  She brings her enthusiasm for process and new development to her role at Proficient Learning. MeeAe graduated from Richmond, The American International University in London with a Bachelor’s Degree in Communications and Media. 

Collaborative Coaching: Changing the Mind-Set

As a manager, when you’re planning for your field rides or one-off conversations with your team, how often do these events feel like a “have to” versus a “get to”? How does your team feel? If you had an opportunity to change that mind-set to a “get to” for both parties, how would that change your overall feeling as the coaching approached?

Imagine what a change of coaching mind-set could do for your team’s engagement and productivity. Simple changes to a leader’s approach to coaching sessions and field rides would change your employees’ mind-sets from “time with their manager” to an ongoing event that would result in goal achievement and increased productivity.

Collaborative Coaching is a new approach and mind-set that you can implement to strengthen your relationship with your team. Though there are multiple components to Collaborative Coaching, here a few actions you can take to get started. You may say, “I have done, or already do, these things,” which is wonderful. But take a moment and reflect on what you do to prepare for coaching sessions to see if you do them every day. And don’t forget to include your employees in the process.

• Review past coaching session documents as prework before the session. Both you and your employee should review past coaching session documents as part of the biweekly skill analysis. You should set the expectation that they will be initiating the conversation. Ask them to share this analysis when the coaching session begins. Then look to identify which new approach they’ve tried that was based on the previous coaching session. Ask them, "What else do you feel you need to do differently?”
• Assess how their actions have impacted their business. Look to see which actions they have implemented since the last coaching session. What was the impact on business results and were they correlated to your employee’s actions? Analyze the results they’ve seen as well as the business impact. This will generate a conversation that directly connects their actions to results as opposed to just checking the box that the action was completed.
• Mutually set goals for each coaching session. What are your employee’s goals for today and how will that impact the business now and throughout the year? Set the expectation that you will spend some time at the beginning of your session together discussing such goals. This means not starting by reviewing sales numbers, who you may be visiting today, and business plans. Rather, create time for having a two-way dialogue with your employee, focusing on them—their wants for achieving their goals—and gaining insight into their thoughts. 

This is how you kick off Collaborative Coaching and start transforming the mind-set from a “have-to” to a “get-to.” By including your employee as part of the experience, they’ll feel that you’re truly there for them—and not just because you have to be. The results? Hopefully you’ll have a more positive day, there will be less pressure on both of you, and give your employees increased accountability while they focus on bettering their performance.

About the Author

Marcy Lantzy, VP Sales and Marketing

In her current role with Proficient Learning, Marcy leads the sales and marketing team to bring innovative and strategic learning and technology solutions to help sales teams and leaders in the life sciences industry achieve their goals.

She has deep industry experience on a global scale, leading and designing training, creating sales models and curriculums, working with clients to create a strategy for effective training, and driving adoption of learning solutions to change behavior in a variety of different therapeutic areas. In her previous roles, she was responsible for leading client development efforts over a wide range of training practices including specialty sales, managed markets, hospital sales, and leadership training. Marcy is an experienced facilitator, trainer, manager, and executive who has successfully helped sales professionals and managers, at every level of tenure, develop their skills and improve their effectiveness.

Three Core Building Blocks of Coaching to Implement in 2017

Midway through my selling career I had a manager who I really didn’t get along with. Let’s call him Bob. I’d been in sales for about 10 years and had experienced some success working with Fortune 500 companies selling complex solutions and services. When I changed companies, I quickly learned that my work life had changed—and not for the better. Within 3 or 4 months I found myself dreading Bob’s “coaching” calls and was often left confused about where I stood and what exactly was expected, other than “sell more.” Ironically, I was consistently at or above quota and had a track record bringing in deals when it mattered. But none of this seemed to make any difference.

As I progressed in my sales career, both as a manager and informal coach, 3 core building blocks of my coaching process emerged as the keys to helping people perform to their full ability and developing engagement.

Trust: The first and most important element of coaching is building trust. Without trust, every recommendation, suggestion, or request will be viewed with skepticism. In a coaching situation lacking trust, your team members will constantly question your motives, making it exceedingly difficult to achieve the behavior changes that improve performance. Trust is built over time in many different ways such as backing your people with internal stakeholders, supporting their professional development and career aspirations, and course correcting when they’re not getting it right.

Consistency: One of the most challenging issues we see in most sales organizations is coaching consistency. This building block actually covers 3 different issues: planned, ongoing coaching; coaching different team members consistently; and coaching individuals consistently over a period of time. Sometimes coaching opportunities can be spontaneous, but top-performing managers make coaching a priority and devote time to coach their teams in a planned, sustained way.

While many companies have developed and implemented sales competencies and behaviors, they frequently read like they were written by a room full of consultants (which is often true). As a result, these competencies and behaviors do not fulfill the promise of creating consistency and equity across teams and in individual coaching conversations. The good news here is that there are now technology platforms available (like mCoach) that enable managers to ensure coaching consistency in a much more effective and efficient way. Tools like mCoach make complex competency and behavior models functional and actually make them high-powered coaching tools that help drive performance and enable constructive dialogue about personal and professional development.

Value: Let’s face it, coaching is not a completely altruistic endeavor. Coaching is a means to an end with the end being increased performance in terms of sales, efficiency, or some other measure. Sure, in theory you get better performance out of the process, but in order for coaching to stick and pay off, the team member has to see and derive value from coaching interactions. When we talk about planning and prepping for a coaching interaction, this should be a starting point to begin thinking about what you plan to focus on, how to react and provide feedback, and to think about what you’re likely to see or hear. If you’re able to reorient the coaching session in a way that puts you in service to your team, the likelihood of delivering actual value goes up considerably.

I ended up working for Bob only about 18 months, during which time I learned a lot about the pivotal role managers play (or don’t play) in motivating and developing team members. This chapter of my sales story happily ends at a hot technology company where I took a position that was challenging, exciting, and really propelled my career forward. Take a few minutes this week to evaluate your coaching building blocks and make sure these 3 are part of your foundation.

About the Author

For over 25 years Gary Marinko has worked in a consultative capacity with Fortune 500 companies solving complex business challenges with technology. More recently Gary has combined his expertise in technology with sales training in the life sciences industry to bring focused value creation to key Proficient Learning customers. In his current role, he leads the interactive business unit at Proficient Learning, which focuses on developing sales enablement software and mobile solutions that help sales teams and managers accelerate performance and efficiency.

Unlocking the Benefits of Digital Transformation by Utilizing Proper Data Management

In the current business landscape, the key to survival is being able to quickly adjust one’s approaches based on market conditions.  Knowing how a business is performing requires timely information, so the digital transformation movement--with its reliance on digital and database solutions that are faster and more efficient than paper-based solutions–has become increasingly popular.

To capitalize on this movement toward digital transformation, the research firm NuoDB collected data to understand organizations’ reactions to the changes in data collection and management. The firm found that database and data management was viewed as one of the most important factors, with 92% of respondents stating it to be “critical” or “very important” in the digitization journeys.¹

In 2017, many businesses still find themselves utilizing paper-based solutions to gather input from users and customers. These solutions require a lengthy, cumbersome process when moving from data collection to information analysis; there are many steps involved in converting the answers written on paper to a centralized tool that can only be managed and seen by one business department at a time. This requires that department to build a specialized report every time the data needs to be analyzed. In essence, this creates business silos, which prohibit stakeholders from making timely business decisions.

A database approach is the best way to collect, store, and manage data because it provides some of the following advantages:

• Improved decision making--The timeliness of business data, combined with business intelligence tools empowers businesses to make quick, informed decisions
• Increased information sharing--Critical business data is housed in a centralized digital environment, improving user access to information. Information can be more easily shared, which improves communication and increasing productivity
• Improved data security–Database solutions provide a better framework for enforcing data privacy and security policies. Critical business data in  HR or sales can be limited by audience or user group
• Enhanced reporting and data integration—Integrating systems is easier when data already exists in a structured format, so the ability to view standard reports or to create ad-hoc reports is crucial when making key business decisions
• Minimized data consistency--A properly designed database will decrease the amount of data inconsistencies, which will inspire more confidence in the final output

Harnessing the power of data–along with the appropriate tools to transform that data into information--enables companies to make timely, informed decisions. This approach can make the difference between success and failure. Transitioning to a digital transformation mindset can unlock numerous opportunities for companies to engage with customers and increase business opportunities. 

¹ http://www.readitquik.com/articles/storage/database-is-the-key-to-unlock-digital-transformation/

About the Author

Lori Schoenhard, PMP, CSM, CSPO–Software Development Manager at Proficient Learning, LLC

As the Software Development Manager, Lori is responsible for the technical delivery of Proficient Learning’s mobile and Web development projects. She manages the entire application life cycle including concept development for new product enhancements; leading technical teams to execute on technical delivery, developing documentation; and implementing user feedback. Lori has extensive experience in digital and software project management, technical account management, business analysis, quality assurance, and software development. Lori is a graduate of Luther College and is currently pursuing a Master’s Degree in Computer Information Systems with a concentration in IT Project Management from Boston University. Lori is a certified Project Management Professional (PMP) from the Project Management Institute and is also a Certified Scrum Master (CSM) and Product Owner (CSPO) from Scrum Alliance.