What Would You Do?

What would you do?
Priya entered Carl's office in complete exasperation. She had been near to closing a few deals, and then at the last minute the deals fell through. She wondered what she was doing wrong. Carl suggested that she talk less during her sales calls, listen to the customers more, and avoid overwhelming them with too much product information. He assured her things would get better. A few weeks later, Priya was back in his office. She explained that she had done exactly what he suggested but she was still getting the same lousy results. Carl suspected he needed to take a different approach. But what else could he do to help Priya improve her performance?
What would you do?
Carlll might want to listen in on a few of Priya's sales calls to better understand how she is interacting with her clients. Next, he might ask her some open-ended questions that encourage her to think critically about the situation and encourage her to propose her own solutions to the problem. Between the first-hand information he observes and the probing questions he asks, Carl will probably uncover where she might have taken a wrong turn. This will enable him to support Priya in finding a more productive path by offering her more informed, relevant, and timely advice.
In this topic, you will learn how to assess your coachees' ongoing performance, adapt your coaching style to their personalities, and help your coachees set goals and create action plans that will allow them to achieve their potential.

Oftentimes, managers make the mistake of trying to solve a problem in a single coaching session. Coaching is an ongoing process that takes preparation, observation, communication, and follow up.