Let people know what's expected Of all of the problems I've observed during my years coaching and training managers, perhaps the most common, and the simplest to correct, is lack of clear expectations. How many times do you say (or have you heard), "I want you to do a good job," "You have to listen more," "Get this done as soon as possible" and "Get back to me"? These are all admirable statements, but difficult to accomplish without knowing what "good," "courteous" or "promptly" mean; when exactly is, "as soon as possible?" I could get something back to you in two hours, but if you wanted it in 20 minutes, I'm not meeting your expectations. The best way to find out if reps really know what is expected is to ask them. Questions are definitely the answer throughout the coaching process.

Do not assume people fully understand Let your reps know the standards you expect them to achieve. These two steps go hand in hand. Let's say that one of a rep's job duties is to write a monthly progress report. That is not a clearly defined job responsibility unless the standards are specified. That person could have been turning in a one-page report on his or her last job, which was fine. If you want a three-page, double-spaced report on the first day of each month with all backup figures and documents included or attached, and an additional copy for your boss, you'd better state that clearly. Those are clear-cut standards that can be accomplished, measured and improved.

Provide ongoing feedback Let people know how they are doing on a day-to-day basis. Make a specific and accurate appraisal of performance avoiding generalities. Tell people what was good about their performance as frequently as suggestions for improvement.

Ask questions Make it a two-way conversation. Help people discover for themselves. Don't lecture. Lecturing is the least effective way to change behavior.

Develop a plan for improvement That means, both longterm and shortterm. What will they start right away, and what will they be doing six months from now?

Have the rep assist in developing the plan Your reps must contribute. This is good insurance that they will carry out the plan. Get agreement on your plan. Your reps must commit to making a change in their actions. If not, you'll keep getting the same results. Help the rep implement the plan and offer help along the way.

Teach by example Here's where being a role model is important. The best trainer is a good manager herself. Always remember what people say and what they do very different. If you want your reps to improve, you must model the behavior you are seeking, not just talk about it. Stop telling and start asking!

Periodically review progress Follow-up is important. Don't coach and then forget about it.

Reward employees on results achieved Select the rewards most appropriate for the person and the situation, i.e., praise/recognition, give them your time, get them to attend a seminar, cross-train, etc. The best way to ensure improvement as a coach is to recognize, encourage and reward all efforts to change, even when they are not successful.

At the coaching interview itself, it's important not to be interrupted, to give your rep your undivided time and attention, and to plan carefully. The coaching interview should not be a lecture. Try not to talk more than 30% of the time. The key to a successful coaching interview is to have a clearly defined objective, to ask strategic and carefully planned questions, to be quiet and listen to the answers. Instead of saying, "Don't you know that you are supposed to be making ten calls a day?" Ask, "Why do you feel it's important to make those ten calls?" Most of the time your staff will be responsive and try to change, but if they do not, you must be prepared to provide negative consequences for those occasions, including no raises, reduced perks or firing if it is warranted. Remember, a good coach is tough and fair.