Presented by Jeff Hollihan

MANAGING A REMOTE WORKFORCE

Email communicationInfrequent face-timeEngagementHard to “stretch”Span of controlBuilding rapportAccountabilityFocusEvaluating results

REMOTE COACHING CHALLENGES

Mutually agreed-upon measureable objectives to set expectations S.M.A.R.T goals Set positive objectives – specify what to do, not what to do Seek agreement on objectives and assure clarity Use status against objectives as the starting point for each proactively scheduled

remote coaching session

Clear performance metrics to track and assess results Use metrics to determine results

FOUR ESSENTIAL FACTORS

Developmental sales coaching process and skills: remote and face-to-face Share the Organizational and Sales Vision Coach and empower individuals and the team “Walk the walk” – be a role model Coach and focus on specific areas for development Identify: What zone is he/she in?

How will the salesperson improve? What will he/she do differently/better? What area should he/she work on first? What is the desired outcome?

Develop strategies to recognize and reward Use face-to-face to supplement remote coaching

FOUR ESSENTIAL FACTORS

Proactive relationship focus Get to know each team member face-to-face early on to build a relationship

foundation Deliberately plan rapport building as part of your coaching sessions to help

connect, build the relationship, and build trust Monitor your tone, wording, and listening because everything over the phone is

magnified Treat people graciously Listen with the intent to understand vs. listen with the intent to respond

Nurture the relationship. Know your people’s personal interests and what is important to them

FOUR ESSENTIAL FACTORS

Virtual employees are motivated by recognition of their individual results and actions

Non-motivated employees are less productive, have low moral, and low job satisfaction

HOW TO MANAGE, KEEP AND MAINTAIN MOTIVATION

Reward & recognizeConstant communication

Scheduled coaching Ad-hoc sessions

Focus on feedback Timely Candid Accurate

Use technologyEngagementFace-to-face

MOTIVATION TECHNIQUES

Facilitate meetingsUse all resources

Phone Lync Text

Review data frequently to ensure accuracyUse software packages – CRMEncourage feedbackEnsure upper management is involved – collaborateSet daily, weekly and monthly goals

LONG DISTANCE COMMUNICATION

Priorities Tell them what – what order – what timeframe

Realize procrastination is like a time robberUse of discretionary timeHelp him/her identify and eliminate time-wasters:

Unavoidable telephone interruptions Crisis management Drop-in visitors Personal disorganization

File sharing Outlook Calendar

Help employees establish goals and timelines Be precise Set goals Write goals down

TIME MANAGEMENT

QuantityQualityTimelinessCost effectivenessAbsenteeism/tardinessManagement By Objectives (MBO)Team appraisal – 360 peer reviewCustomer appraisal

HOW DO WE MEASURE PROGRESS

Sales reports and forecastsSales pipeline and activity

Who is making calls vs. excuses?

MS Outlook calendarPhone reportsProject milestonesCompetitive analysisCustomer service issues

REPORTING

Make performance

visibleCompetition Create

accountability

ORGANIZATIONAL PRODUCTIVITY

RelationshipMoneyMotivational theory

Achievement of weekly metrics Reward for achievement Work itself – job is fun! Responsibility – trust and empowerment Growth and achievement – promotion and/or more responsibility

Recognition Organizational Facebook page Twitter Yammer

INCENTIVES

Keep them happy

Keep them responsible

Communicate Watch them shine

BEST PRACTICES

Replicate face-to-face as much as possibleIn the beginning, coach more often – ideally one time per week of once

every two weeks. Then once a month – or more oftenSet appointments for proactive sessions. Plan regularly and show regard

for the appointment: avoid cancelling, be on time, give your full attention, close your laptop, stop on time

Be accessible - Open door policyUse phone vs. voice mail or IM for coachingPhone CAN NOT substitute for face-to-face. Plan face-to-face time

especially early in the relationshipUse the “they talk first” coaching approach

Do not make assumptions – ask about behaviors, events to get their view first

BEST PRACTICES

Communicate often by leveraging email, blasting voice mails, and personalizing emails to the team by changing the first line or close for each person

Do not assume you can gauge a reaction over the phone – ask for feedback throughout the call What do you think of that?

Encourage peer coachingAsk for feedback

What can I do to help? What am I doing that is getting in the way? How can I be the most helpful?

End coaching on action items Clearly define expectations for what and when follow-up is expected and/or completion of

task

BEST PRACTICES

Keep remote people in the loop: Over-communicate Address problems as they happen – little issues can become big issues when

postponed Ask people what they need – support, logistics Communicate all news – good or bad – properly to avoid grapevine distortions or

exaggerations Always communicate changes and update directly – rumor mill distorts everything! Share company, customer, career tidbits, information, training opportunities, and

strategic planning Communicate your schedule – traveling, vacation, illness, etc

Build your team Establish team synergy

BEST PRACTICES