back and take a look at the coaching process, more to 10,000 meter look. Step back a little

bit and asked a question- What is coaching fundamentally? I mean we can get into the

model right away and a lot of people in fact asked me yesterday. She said, "Where did this

model come from?" And to be honest with you, it was quite an accident. About twenty five

years ago, myself and my partner was asked to put together performance management system

much like yours. We did lot of training on performance reviews, how to write objectives

and quite by accident, we used the word "coaching" as the tool or the mechanism to really keep

everything together so that when people get to the end of the year and they have their

performance reviews, no one's surprised. We said that's the key. But managers kept coming

back to us twenty five years ago and saying "What is coaching exactly? Exactly how do

I do it? What are the actions and the behaviors?" And that's where it all started- what is coaching?

Let me pick out my five words. You have touched on some of my thing perhaps. I have asked

thousands of managers defined from me what you think coaching means and depending on

the culture, and some cultures quite honestly, the word coaching is a little hard to define.

The root meaning of coaching, I think, is basically to transfer, to carry, to transport.

That's the root meaning of coaching. But when I talked to managers, I can boil it all down.

I have heard a lot of good words, visions, inspire, mentor and able. I like these five

words- number one; I heard this first, development. And that's pretty important advisor -developing

people. I think we have to be good at doing that, sharing our skills, sharing our expertise

with our representatives, if we are going to be successful out in the field. Another

keyword that I like is relationships. I think you have to be good at building comfortable

relationships with your representatives, because I think the test of a good coach is if your

coaches, if your representative will come to you. Because we discovered early on, when

you are coaching 80% of the time, that's a big number. 80% of the times the person you

are coaching, that representative if you are out on a field visit, 80% of the time they

already know where they need help. 80 percent of the time! So again, I think if we can build

a relationships that's comfortable where we drive out fear where we can get that representative

to raise their hands and say, "I need a little help of my closing skills, "or, "I am having

trouble overcoming objections, I need to learn product knowledge a little better. Or I need

to understand these values a little bit better. "I think that would be the ideal situation.

So we are not always seeking them out. They are coming to us for help. So building relationships,

development is the key word. Another key word that I like is direction. I think as district

managers, as regional managers which most of you are, we have to let those folks know

what's expected, where we are headed with the business , what's going to be happening

and how they can contribute. I think that is critical to clarify expectations and directions.

So relationships, direction, development. The fourth word I would like to use is a tougher

word- it's accountability. I think we have a stewardship as leaders in this organization

to give people constructive, honest, helpful feedback. They need to know how they are doing,

where they are going, and if they are contributing to the overall mission of your district in

your region. So accountability is important. The last word I would pick is results. All

coaches that I have talked to, they want results, they want

to succeed.