Traci Scherck: Welcome to the talent optimization podcast my name is Tracy Scherck and today we are continuing our conversation on coaching.

Traci Scherck: And here’s something that’s super interesting about coaching is that it flows through every single area of our life and, as we talked about last week there’s a big distinction between coaching and mentoring.

Traci Scherck: And the fact that coaching typically has somebody that is trained in that area and mentoring is we’re going to take somebody under our wing.

Traci Scherck: we’re going to show them what we have done throughout our career and kind of lead that path.

Traci Scherck: And one of the things i’m super excited about today is to introduce you to Connie Whitman and Connie has been in the sales game for her entire career and how she grew up inside a business.

Traci Scherck: By herself and then moved into this next stage of what she does now, and is incredibly fulfilled by it is going to inspire you about how you coach yourself and culture staff so Connie welcome to the show.

Connnie Whitman: thanks for having me Tracy i’m so excited for our conversation, this is, this is an important topic.

Traci Scherck: Absolutely absolutely so before we get started, I shared, just like a little tidbit of your past and like what you’ve done, and you know the coaching that’s gotten you there, do you want to dive into that a little bit more.

Connnie Whitman: The coaching piece.

Traci Scherck: yeah so whatever you want to share, about your background to kind of talk about how have you been able to create for yourself this amazing career in coaching others in sales.

Connnie Whitman: yeah, and this is again such an important question and and I I love talking about this, because I think at the cornerstone coaching is such a needed skill for managers or supervisors, whoever.

Connnie Whitman: And I also think that the individual has to be have skin in the game from a coaching perspective as well, so what do I mean by that, so my whole career i’ve been in sales will at some point right in my early on in my career, when I was in corporate trace I.

Connnie Whitman: was promoted right to a managerial position where I had a staff of in that time it was several hundred people right that I was responsible for the sales results for my region.

Connnie Whitman: And you know you get in there and now now you’re sitting in meetings with the CEO and they’re talking about the strategic plan.

Connnie Whitman: And I was young right, I was new to this whole managerial thing I raised my hand and I said I love the strategic plan I love you know what the where the organization is going.

Connnie Whitman: I have a question or people don’t have the skill to do this, what you’re asking like can’t be done and the response I got was and that’s why we hired you go figure it out.

Connnie Whitman: And so I was like okey dokey So there we go, so I went back to my region and.

Connnie Whitman: I started observing and to me that’s, the first thing in coaching whether you’re coaching yourself or coaching a team, they have to observe.

Connnie Whitman: So I sat there and I observed all of my managers right at the at the manager level, I was a higher level of management so.

Connnie Whitman: evaluated all of my managers skills, how are they How are they communicating What were they teaching and mentoring and sharing with their team.

Connnie Whitman: To and, in my case, it was sales right, what is the client journey and I went back and I just started creating curriculum and I started coaching in meetings and coaching one on one.

Connnie Whitman: And i’m very competitive trace my region, had to be number one and, by the way we were always number one and here’s the the.

Connnie Whitman: magical part, if you will, or what I learned early in my career me telling someone what to do make more sales make more calls, what does your numbers look like not saying any of that is not important, but.

Connnie Whitman: Telling someone make more phone calls meanwhile they’re not comfortable on the phone I just set them up for failure i’m more frustrated.

Connnie Whitman: i’m angry at that employee they think they’re going to get fired and we go down this not so so nice path.

Connnie Whitman: Where my perspective in coaching was well wait a minute i’m asking them to make more phone calls, how are they going to do that.

Connnie Whitman: And so you go into teacher mode which coaching part of it is teaching and I would teach that employee whatever those skills were whatever skills they had a teacher coach their employees on.

Connnie Whitman: So behaviors starts driving numbers, the numbers are a measurement and I think in organizations oftentimes Tracy what they do is.

Connnie Whitman: They want the numbers but they don’t remember that we’re dealing with humans we’re asking humans to change behavior to create the results we want numbers are a measurement people are human, what do we need to do to help them move the needle and change.

Traci Scherck: yeah and really what i’m hearing you say between hey make more phone calls and we’re going to hit this number is this distinction between an output make more phone calls in an outcome is actually making the sales right.

Traci Scherck: yep and in that distinction is so often right, so you know you can work, really, really hard and not get any results right that the key is, we want to get those results and we get those results by coaching the being this of the person of.

Traci Scherck: What does that look like because there’s 1000 different ways to do it, you know and something else that you said there that that was really interesting is you know these are people So what is it with the people that make them tick to get this outcome, and people are not created equally.

Traci Scherck: Like we all have different strengths are all creative perfectly the way we are, but we are not created perfectly for every role, and when we figure that out, we can ensure we’ve got the right individuals in the right seats and so i’m really curious your one your take on that.

Connnie Whitman: Okay, so I want to, I want to comment, let me, let me.

Connnie Whitman: I want to take a step back so here’s You said something real important I hope everybody heard this all people are not created the same so example would be if if someone hired me for sales right and i’ve 39 years experience and someone hired my kids who just graduated for college.

Connnie Whitman: For that same sales position.

Connnie Whitman: Please don’t yeah show me the product knowledge, where, am I going to go and fry it find it.

Connnie Whitman: Please do not give me a class on phone calls, please do not give me a class on presentation skills you’re hiring me for my level of expertise, let me go and do it.

Connnie Whitman: Now my kids who just graduated have basically very limited experience so right there you have male female you have different age group, you have different level of experience.

Connnie Whitman: And the most frustrating thing I see trace when I when I deal with companies or I or I deal with business owners who have teams.

Connnie Whitman: i’m coaching them on the same thing, why why you know they’re each personalities different of your employee, you need to communicate with them differently to get their buy in from you.

Connnie Whitman: So that’s another piece of the puzzle, so no two people are ever created the same and coaching has to be dynamic and a dynamic conversation not me talking at the employee, so in my worlds.

Connnie Whitman: A trace, I think the employees should be talking probably about 60 to 70% of the time once I fully understand where they are with the skill, whatever that skill.

Connnie Whitman: You know from point A to Point B to point C that skill growth until I fully understand and fully understand them and their background and their objectives and career path thing, and all of those things shame on me if I start coaching everybody, the same way, you see the difference.

Traci Scherck: yeah absolutely and that coaching you know we use a tool called predictive index, and I know that you took this as.

Traci Scherck: Well, but guess what we are not all created the same were created perfectly the way we are, but with that if we have somebody that’s incredibly extroverted they’re going to want to talk through a challenge.

Traci Scherck: it’s already got a great story about that, but they’re going to want to talk through a challenge right, and if we have an individual.

Traci Scherck: that’s much more introverted and introspective and analyzing guess what they’re going to want to think through that right, so we need to make sure that we are coaching them the way they need to be coached or.

Traci Scherck: they’re going to get the most mileage out of it and then let them go do the job, whatever that job is.

Traci Scherck: And the way that works, but every job has a need and that’s a key to this, as we talk about the great resignation right, one of the keys is, do we have the right people in the right role.

Traci Scherck: And then the second piece is the manager piece do we have managers that are coaching them in the right way to get that job done.

Traci Scherck: And one of those key is is to have clear.

Traci Scherck: pathways and expectations of what the goal is and what those coaching objectives are, and I know you’ve done a ton on this I can’t wait to hear your take on it.

Connnie Whitman: yeah and and here’s it goes back to the observation, if I if i’m not observing you to see what your natural strengths are or what you’ve already worked on and developed.

Connnie Whitman: And I start talking to you about product knowledge and you’ve mastered that it’s insulting It shows that I don’t care about the employee, it shows the employee that Oh, by the way, I really haven’t been paying attention to you.

Connnie Whitman: So you wonder why and and listen trace there’s so many reasons, you mentioned the great resignation there’s so many darn reasons why people.

Connnie Whitman: are leaving and mass exodus right, but I do believe that the relationship of the employee and the employer or the coach and the coach, if you will, in our case for discussion purposes today.

Connnie Whitman: If I don’t have a full understanding of my employee and create a clear pathway.

Connnie Whitman: and expectations and do that on a monthly basis there’s clarity in our communication, now we can move the needle and get the results.

Connnie Whitman: But it has to be a back and forth conversation, and again I believe in coaching monthly you have to observe during the month.

Connnie Whitman: figure out really take those observations and then just another little caveat that I think is important, whatever you’re coaching the person on stay on one topic oftentimes we want to bring in the kitchen thing.

Connnie Whitman: And we’re going to talk about this and we’re going to change this and what a scheduling and this and that and.

Connnie Whitman: And the person sits there thinking well I don’t even know where to begin we just talked about 100 things.

Connnie Whitman: So next month, when I meet with them, I go well how to go I don’t even know what you want me to do so, stay in your lane pick a topic.

Connnie Whitman: And then base your observation and try to pick something that the the employee need your help with meaning they’re still in development mode they haven’t created their own expertise yet.

Connnie Whitman: And then, what you do is you observe it from three perspectives, and this is what’s important Tracy I look at what phone let’s just use the phone as the example because I threw that out before.

Connnie Whitman: Based on right here, right now in my observation not future capability of Tracy Tracy right here, right now, on the phone what have I observed don’t do you have the ability.

Connnie Whitman: And that would mean can you get on the phone make some phone calls get your pipeline full easy peasy you would have ability high ability or are you struggling second guessing yourself.

Connnie Whitman: on the phone a lot right all of those gyrations your skill level is on the lower side i’m not saying none, but it’s lower.

Connnie Whitman: Next, one is motivation, are you willing, and do you want to do it, yes or no, and then, if yes what tells me that if know what tells me that, and the third one is confidence.

Connnie Whitman: What is your confidence level with that particular task in this case, making phone calls so i’m i’m motivated to make the phone calls, am I confident when I get on that do I even have the ability, with that particular skill.

Connnie Whitman: Now me as the coach i’ve observed that now, I could create some clarity in the conversation of the coaching session.

Connnie Whitman: And I could create some really good, clear, tangible step by step, execution to get the results over the next 30 days.

Connnie Whitman: they’re going to be a baby step trace right it’s not going to be 20 things that I need you to do by tomorrow it’s going to be let’s focus on this one skill.

Connnie Whitman: As it pertains pertains to getting on the phone and then let’s measure that how you doing with that in you know, two weeks 30 days, whatever whatever it is, depending on the skill level of the employee.

Traci Scherck: And one of those key distinctions, as we go back to coaching and mentoring isn’t coaching we’re allowing that individual to come up with their own how right.

Traci Scherck: Because they have their their own answers and mentoring we’re kind of telling them what that is right.

Traci Scherck: And so, in coaching it’s all about I know you have those answers let’s come up with it, and a lot of the time it’s incredibly different than what we would come up with as well.

Traci Scherck: And here’s what it and I know you know this from sales, because I think you’ve taught it to me but we’ve got to enroll people, and what that is right.

Traci Scherck: So if there’s a solution, we have, or a problem we’re enrolling them that this is the right solution for the problem and it’s the same thing with our staff.

Traci Scherck: But.

Connnie Whitman: yeah I agree and here’s The other thing with coaching to it, you have to do it consistently.

Connnie Whitman: Right so it’s not just i’m going to observe Tracy for five minutes, with a client in my case right with a client because I want to see how they’re engaging and interacting and is it a dynamic conversation all those things.

Connnie Whitman: If I watch you for five minutes for one day and don’t do another observation again i’m putting the employee at a deficit, because then, when we get into the conversation and then come up with an action plan.

Connnie Whitman: They don’t even know what i’m talking about, let alone how to potentially remediate or help their situation improve their development, their skill development, whatever it is they’re, not even in that even in the game with us.

Connnie Whitman: Because we didn’t we didn’t give them the time to observe first, so I starvation is really important, I know we keep going back to that trees, but it’s that important because, until I do that.

Connnie Whitman: it’s very hard for me to get the employee involved because I don’t I don’t know where i’m bringing them in right from an access point from a conversation.

Traci Scherck: yeah absolutely and I co chance like when we look at coaching you say coaching really to get the best out of it should be on a weekly basis right.

Connnie Whitman: Because you’re present every day really yeah every day yeah.

Traci Scherck: In that coaching comes in, to say what is in your head that stopping you from achieving these results, because most of the time it is those things in our head that are like hey you can’t do this or here’s all these barriers.

Traci Scherck: And their mental barriers there they’re not anything that’s out there, like if you go back to the phone right the individual, that is, terrified and making.

Traci Scherck: Making cold calls well why is that because they have thought that cold calls are scary So how do we overcome what that thought is that we can change that into a different thought that says, this is a huge opportunity for growth and actually serve someone.

Connnie Whitman: yeah and the other point there, too, is the willingness right the will, will I do it, and then do have the confidence to do it.

Connnie Whitman: Most times those two are tethered to the ability, so if I hand somebody a phone book and give them the phone and say go make phone calls.

Connnie Whitman: Their motivation is going to be, I have to go to the bathroom let me do this oh my mom just texted let me text them back.

Connnie Whitman: So we’re going to be an avoidance because i’m not willing to do something I don’t know how to do and forget about the confidence, I get on the phone and i’m doing the Hama Hama right.

Connnie Whitman: So, again shame on the coach for.

Connnie Whitman: here’s your action i’m not saying action is a bad thing, but it’s a bad thing if the person cannot execute what we’re asking them to do because they don’t have the ability, out of the gate now i’ve.

Connnie Whitman: killed their willingness right their motivation to do it.

Connnie Whitman: And i’ve just killed their confidence now they’re thinking i’m going to fire them, so instead of thinking, why empowered them, I told them exactly what to do, you’re not giving them the right next step for them and that’s that’s really critical that’s critical.

Traci Scherck: yeah and as that coaches it’s giving them that space to brainstorm that so they can see what their own thoughts are what’s stopping that from happening in order to go and create that next step.

Traci Scherck: Otherwise they’re going to think that the helmet to helmet as much more fun on chick talks about the phone right.

Connnie Whitman: Exactly.

Connnie Whitman: And i’ll share a really quick story about this exact concept, I had a VP she happens to be a market manager at one of my clients and she was coaching and a VP, who was a manager.

Connnie Whitman: In one of the offices and always been compliance had been the employee had been with the the Organization for over 25 years good employee, you know.

Connnie Whitman: Very compliance operationally savvy and very good at it well fast forward the organizations like okay we’re missing opportunity we’re going to create a sales and service culture and never had never had it at this particular company.

Connnie Whitman: So now i’m coaching the Vice President, the market manager she’s like.

Connnie Whitman: I don’t know what’s going on, she was such a stellar employee now she’s not and you know she’s been with us for 25 years she should know what to do.

Connnie Whitman: And, as she was going through and telling me all the coaching she had done, I said to her one point okay pause for a second okay.

Connnie Whitman: I know you keep saying, she has 25 years experience, you should know how to sell to the client have your daughter has anyone taught her as you’ve been through the training it because I was doing the training and.

Connnie Whitman: No, no, no, I said so you’re asking somebody who’s good at compliance and operations to now do a completely different job that she’s never had to do for that 25 years.

Connnie Whitman: But you keep saying to her you’ve been here 25 years why aren’t you doing this and what happened is because then, finally, the woman came through my class.

Connnie Whitman: Now mentor was a middle aged woman she wasn’t a kid trace comes through my class.

Connnie Whitman: And at the end, she shared with me Oh, this makes so much more sense now I have an idea of what I should be saying to my clients.

Connnie Whitman: Meanwhile, they were basing that she should have been able to do it because she had been there 25 years not doing the same skill so again through observation.

Connnie Whitman: The manager right in this case the VP would have said wow she has really bad conversations with her clients i’m an order taker when you’re not an order taker anymore, the Culture has changed, but the experience hasn’t leveraged with the new expectation of the organization is crazy.

Traci Scherck: yeah and when we look at that against personality styles and I love what you just said, because this aligns so amazingly well over it is her strain.

Traci Scherck: is in a different area of compliance, this is very process oriented very detail oriented i’m guessing she it was probably a bit more introverted than extroverted.

Traci Scherck: Yes, and she can’t learn a skill, because you absolutely can, but what will she do over the long period of time, with the right.

Traci Scherck: Training and coaching because there’s all those thoughts in your head that say you can’t and then, when you’re getting that external feedback that says, you should should it is such a such a word that is it can kill a culture right yep me.

Traci Scherck: Absolutely, but how have we got in there right so when we talk about accountability your expectations, how do we scaffold and ladder that up.

Traci Scherck: and ensure that we’re coaching in a way that moves them toward and we’re mentoring that, at the same time, oh, we have such juicy conversations here county.

Connnie Whitman: Yes, this is great, and this it listen it’s to me and it’s funny trace when I would new client brings me, and I have some non negotiable so i’m very demanding consultant it’s kind of funny.

Connnie Whitman: But they have to use some kind of behavioral model for communication, I have my own right, but we can use this some companies use disk myers briggs whatever.

Traci Scherck: Find productive index.

Connnie Whitman: predictive index right doesn’t matter right whatever it is, we certainly can use that, but you have to give the employees, but i’m talking from a sales perspective now.

Connnie Whitman: We have to give employees tangible tools to be able to understand, who is the human in front of me that you’re asking me to have a really.

Connnie Whitman: personal conversation with so that I can identify how we may be able to help them with X, Y and Z given, whatever your company is offering right products and services so.

Traci Scherck: the reason why we do behavioral assessments to really support that individual, but also so the manager knows how to work with them and they know how to work with a manager right.

Traci Scherck: Correct oh yeah Thank you it’s a role right, we need to make sure the job needs something.

Traci Scherck: That does this individual have it and that’s one of the distinctions that predictive index has over desk or anything else right is we’re looking at here’s the job assessment for the role.

Traci Scherck: here’s who the person is will they do the job over the long period of time and can they do the job.

Traci Scherck: And then from there we’re looking at them and saying how do we need to onboard and coach this individual to ensure that they’re getting those quick wins early on to build that confidence to be successful and amazing in that role.

Connnie Whitman: and think about it, though, once they start playing with these kinds of models, right now, no matter what human is in front of me.

Connnie Whitman: I could start to see what I need to do to modify to have a more dynamic conversation with the client with a family member with a colleague, so these tools really are and that’s why I make it a non negotiable.

Connnie Whitman: because their life skills that are so appropriate for coaching but they’re also appropriate for those sales call or that client journey right that client conversation.

Connnie Whitman: So that is one of my non non negotiable the other one is coaching if they’re going to hire me because early on, I didn’t do this.

Connnie Whitman: And then they would say to me they didn’t have coaching so people come through my training all hopped up this is great, they would come to me once.

Connnie Whitman: And then they would the the CEO would say well why aren’t they doing the behavior well who’s following up who’s holding them accountable.

Connnie Whitman: Who is going back and saying what did you learn how are you implementing it let’s come up with an action plan so after about four years in business.

Connnie Whitman: I said, oh no, no, no it’s not mine, because my reputation right connie’s training isn’t good it doesn’t change behavior.

Connnie Whitman: So they have to bring in a coaching culture with the sales and service culture, so that we can train their managers to hold people accountable, but also to coach them to develop the skill from an ability confidence and.

Connnie Whitman: You know motivational perspective so yeah isn’t that funny we grow and we learn and.

Connnie Whitman: it’s always a successful situation, because now, the coaching is happening after the training and now that’s when the magic starts happening now we’re lifting well everything they learned in the classroom or on zoom now we’re lifting it into the day to day.

Connnie Whitman: Aspects of whatever the role is, whatever the employees role is.

Traci Scherck: yeah and the other thing that’s beautiful about that is we’re lifting and into what their role is, but if we’re using those tools, for example, like predictive index, one of the you know I just did a training with a client this week.

Traci Scherck: And you know she had stated hey I you know i’m naturally very extroverted and I see that in myself concept from my previous.

Traci Scherck: You know employer that I it came up as very introverted and they said that is a key.

Traci Scherck: That when we start to see flip flopping and our behaviors, especially if you’re individuals that are very, very talkative all of a sudden clam up and don’t say anything anymore, you probably have a culture.

Traci Scherck: Inside that organization that they’re not being supported and they don’t believe that their ideas matter that impacts your productivity that impacts your profitability that impacts your sales.

Traci Scherck: That impacts your employee engagement and that drives the the great resignation that we’re in that does not drive retention, and so this observation.

Traci Scherck: Of are we paying attention to the behaviors that are changing, or if you see these high these individuals that are very, very steady and persistent all the sudden start leaving.

Traci Scherck: You know you’ve got really big issues because that’s really hard for them to do, and so you know in coaching it’s it’s that observation it’s paying attention and it’s digging into what is this.

Traci Scherck: And how can you solve this and where’s that support that you need to meet the business results, because at the end of the day, we need to meet the business results and be fulfilled, and what we’re doing.

Connnie Whitman: But if we don’t scale our employees to execute or vision we’re shooting ourselves in the foot it, for me it you, we have to have a tremendous level, and I know you agree with this trace of respect for the employee.

Connnie Whitman: But the capacity of what the employee can bring to the organization as a whole, and this is why, if if everybody listening, if you don’t have a coaching culture in some way.

Connnie Whitman: i’m telling you you’re shooting yourself in the foot.

Connnie Whitman: And you will this the great resignation that’s happening if you’re coaching your employees every month and you’re really showing up for them and you’re showing that your understanding and you’re.

Connnie Whitman: showing them how to move their needle of skill development and just success within their career, because your hands on coaching them monthly.

Connnie Whitman: you’re not going to have those people leaving the organization unless and here’s the big one, and I know Tracy see this all the time.

Connnie Whitman: You know I wouldn’t especially my corporate clients that have larger teams right, so they might have 100 managers that i’m training that i’m coaching on coaching and.

Connnie Whitman: Of those hundred maybe 20 I think they’re going to be really good coaches man their employees are going to thrive.

Connnie Whitman: People are going to in the organization are start going to start saying what are they doing over there, look at the results Tracy and Connie are getting and right.

Connnie Whitman: they’re going to make a name for themselves and through through coaching through their people right and building that that team and that whole.

Connnie Whitman: Collaborative growth, environment and then the other 80 I think wow if if the coach that’s coaching those 80 employees are not good coaches those 80 people are going to flounder and then their whole teams below them are going to flounder.

Connnie Whitman: So that’s another piece of the puzzle who do we have coaching our teams and.

Connnie Whitman: Are they the right person to be coaching otherwise you’re saying we’re we’re coaching we did what Connie said, but the coaches are so bad and the coaching is so bad.

Connnie Whitman: That it becomes getting cold to the to the principal’s office, and now you giving people a reason to leave my manager isn’t listening my manager doesn’t understand because they’re not skilled at coaching, so this is really a multi level.

Connnie Whitman: Dynamic relationship, and I think, important for every organization to have.

Traci Scherck: yeah absolutely because that coaching culture is key, and if you’re curious and say, well, what is a coaching culture.

Traci Scherck: The podcast that dropped last week, so if you’re listening to this just go back one and the entire podcast is all about training and coaching culture.

Traci Scherck: Inside your organization, so you know just know that there’s some very specific kind of items that go into that.

Traci Scherck: And coaching can be external or it can be internal but our coaches have some sort of training and a framework of what they’re going through with that specific individual to really support them, so I love it so Connie what’s a takeaway that you have for executives listening in.

Connnie Whitman: So a couple, but the first one is may keep using observation, but I think humans we’re not take we’re so.

Connnie Whitman: instant gratification that we forget to sometimes sit and observe our own life as well right stuff that’s going on in our own life so start with observation.

Connnie Whitman: Other thing is schedule it if we schedule it it happens right, we all know that so here’s my other little it’s a time to time hack as well.

Connnie Whitman: beginning of the year or wherever you are right we’re mid January, right now, but doesn’t matter, it could be June if you’re listening to the show in June.

Connnie Whitman: schedule every employee for the remainder of the year so example Tracy would be every first Tuesday of every month at 10am Tracy that you’re an ID.

Traci Scherck: Every month.

Connnie Whitman: We put it in our calendar, we share it, you know when you’re meeting with me, I know when we’re meeting with me, I know, when I have to do my observations I know when I have to organize my notes.

Connnie Whitman: To look at ability motivation and confidence, I have some ideas of how I think I could support you with action steps at the end of that.

Connnie Whitman: You have to come to the table with and I hold my people accountable there’s certain things that you need to come back and report to me.

Connnie Whitman: What worked what didn’t during the month, what do you think why it worked, what should we change right so now again that creates that dynamic conversation.

Connnie Whitman: So observe get your notes organized spend the time because you can’t get into a coaching session and wing it.

Connnie Whitman: Do not allow distractions get it scheduled for the year so everybody knows when they’re scheduled there’s no big surprises.

Connnie Whitman: We know on a Thursday have connie scheduled on the third Thursday or for Thursday that we’re going to have thanksgiving in there, so you can proactively adjust your schedule is went well.

Connnie Whitman: And then the other thing is, you have to execute you have to hold yourself in the team accountable, you have to do it monthly.

Traci Scherck: mm hmm absolutely absolutely I love those hot tips so what’s a key takeaway that you have for HR practitioners listening in today.

Connnie Whitman: yeah and you know HR you guys have such a key role, because you talk to everybody in your organization.

Connnie Whitman: So I if again if I were you around budget season in HR I would just start reaching out to the stakeholders within the organization.

Connnie Whitman: And they asked how are you developing your team what possible training what support what tools technology right.

Connnie Whitman: I would proactively every year have those conversation with the stakeholders.

Connnie Whitman: But I would also guide them into here is some organizational strategies we’re putting our expectations we’re putting in place like coaching.

Connnie Whitman: And what does that mean to your division, who needs to be trained all of those pieces of the puzzle, what is the form we’re going to use if you want to use a formalized system so that we can go in and not.

Connnie Whitman: gotcha you didn’t coach this month, why versus now i’m talking to Tracy and saying hey listen.

Connnie Whitman: Every month in month out you send me the coaching for proactively I don’t follow up this month, what happens talk to me.

Connnie Whitman: is something going on is everything Okay, so now i’m having a respectful conversation not hey why didn’t you send that form in this month big different right.

Connnie Whitman: So um I would reach out to stakeholders see what they need make recommendations, based on what you see is working in other divisions.

Connnie Whitman: within your organization all of those things communication right traces did wipe all boils down have conversations see what’s needed see how you can support.

Traci Scherck: awesome Thank you so much for your insights today, and if.

Traci Scherck: You are curious to learn more about Connie and.

Traci Scherck: The communication style assessment that she uses, but also the coaching and the sales training that she does inside of organizations, we do have that information in our.

Traci Scherck: In our show notes for you today so Connie Thank you so much for joining us and sharing this perspective on how do we create that coaching culture to really serve our employees and to serve our clients.

Connnie Whitman: hundred percent thanks trace for having me great great conversation, thank you.

Traci Scherck: Thank you have a great one.