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Channel Matters Blog > January 2012 > Partner Performance Coaching Do's and Don'ts

Partner Performance Coaching Do's and Don'ts

by Philip Moon
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The most successful Channel Managers are those who act as virtual sales managers to lead and manage partnerships teams and drive revenue growth. Channel sales revenue growth is about leveraging partner resources, knowledge and skill; it's not about doing all the work for them.Channel Manager coaches need to develop their own personal improvement plans and keep this up to date this as their coaching skills develop. This do's and dont's list may help you focus on some partner coaching best practices.

Do

 

Don’t

Do coach on situations that are directly relevant to the partner’s goals. At first the partner may not realise a situation is connected to their goals and this link may have to be established through effective questioning.

 

Don’t try to coach on situations that are only focused on your goals. Coaching is about the partner’s goals. It becomes effective for both when your goals are in alignment.

Do

 

Don’t

State the performance situation clearly and briefly. Spend some time preparing your situation statement in advance.

 

Don’t leave the coachee guessing about the performance issue or opportunity  you wish to bring to their attention.

Do

 

Don’t

Do conduct short, frequent partner coaching sessions focused on specific topics and specific action outcomes.

 

Don’t try to coach on everything at once in long drawn out sessions. Segment issues and opportunities into more manageable chunks.

Do

 

Don’t

Do ask open questions, then listen and reflect what the partner says.

 

Don’t ask multiple choice questions where you supply a list of possible answers!

Do

 

Don’t

Do ask closed questions infrequently, to confirm actions or key points.

 

Don’t use many closed questions as these stifle conversation.

Do

 

Don’t

Do stay focused on the partner’s business and personal goals. Unless the partner accepts that a situation is linked to their success they will not be motivated to take action.

 

Don’t try to use a performance coaching approach to assert your goals. You may need to ‘sell’ to a partner to convince them of the desirability of a goal before they will accept it as their own.

Do

 

Don’t

Do get multiple action options from the partner. If the partner can’t think of any ways forward, try various techniques to help ‘unblock’ their thinking. If you must suggest some possibilities, move back to a non-directive style as soon as possible to ask for more ideas.

 

Don’t provide the options yourself.

Do

 

Don’t

Do keep problem ownership with the partner.

 

Don’t make unsolicited offers to provide resources or take on actions.

Do

 

Don’t

Do value the partner's opinions, thoughts, options and action plans. If you are concerned about the practicality or scope of the partner's ideas ask questions that encourages them to explore these issues.

 

Don’t assume you know better than the coachee or assume their ideas won’t work.

Do

 

Don’t

Do facilitate creation of specific, achievable, measurable and time bound action plans.

 

Don’t settle for ‘good intentions’.

Do

 

Don’t

Do provide appropriate support and take on actions that you should complete.

 

Although you should focus on keeping problem ownership with the partner, don’t abdicate responsibility for things you or your company should do to support the partner.

 

Last modified on 6/30/2013 10:10:52 PM
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