Your Frontline Managers Will Thank You For This

Making them even better coaches!

Author

Ryan Parker
June 01, 2024 • Estimated Enjoyment Time: 11 minutes

You will find a lot of “gurus” & “rockstars” giving you their definitions of what enablement’s role is within in an organization… I read one definition this week where it was just basically a VP of Sales job description, but you also had to know how to deliver behavior change, and know instructional design.

Let’s get grounded about this.
The base model of our ‘92 Chevy Cavalier that we call enablement entails one thing.
Get people better at the things that help them sell more.
We can get fancy later…

Love Letters From Others:

  • Guidde allows sales enablement teams to effortlessly create step-by-step video documentation for standard operating procedures by simply capturing their screen and voice, leveraging AI to automatically generate transcripts and organize the content.

  • The Top Sales Enablement Challenges: This article provides valuable insights from 16 sales enablement leaders who share their perspectives on the top challenges faced in the field, making it a must-read for sales enablement professionals seeking to understand and overcome common obstacles.

  • The Practice Of Practice: How to ensure you are making practice at work actually work for your workers.

Teach this 1:1 framework to your frontline managers so they can get the most out of their meetings with their direct reports.

One of the basic and most important functions of enablement is to enable frontline managers to be better coaches and people leaders and to get the most out of their team without being prescriptive.

The best tool for your frontline managers to become better coaches is to have extraordinary 1:1 meetings with their team. Sadly, these meetings now mainly consist of "pipeline reviews," "deal reviews," and going over the numbers. Very little coaching is done in these types of meetings, but this has become acceptable in most sales organizations and counts towards coaching and team development.

We need to improve this for the managers and their team members so that we can start developing people faster.

Before we go deeper into the framework of running 1:1 meetings, I want you to know you will get pushback on this. It's okay; we're asking for change, and change is scary.

You will hear the most significant pushback: "We don't have time for separate meetings, so I split our 1:1 session between pipeline review and this type of conversation". Don't let them get away with this bullshit. Inevitably, pipeline conversations will win over coaching and mentoring because the numbers are concrete, and managers think they can fix those /faster.

If your managers want to split their meetings between the two, have them physically schedule two shorter sessions at different times. As The Offspring (a 90s band) would say, "You gotta keep 'em separated."

So now, let's get into the dirty dirt dirt of the framework and the questions to ask.

The questions unlock the conversation. The follow-up and actions afterward build the trust.

The Subtle Art of Questioning

The agenda doesn't encapsulate the true magic of these meetings; instead, it's hidden in the subtle art of questioning. When posed correctly and at the right time, a well-crafted question can open the door to a room where honest conversations can take place, and managers can truly effect change for their team members.

A Gallup study suggests that managers who provide consistent support witness a staggering 70% increase in team engagement.

"What's on your mind right now?"

This seemingly simple yet profound question is the fulcrum upon which trust balances. When asked with genuine curiosity and sincere interest, it sends a strong message that your team members' thoughts, concerns, and ideas matter to you. This form of active listening is a crucial engagement tool, and research has shown that when employees feel heard and valued, their job satisfaction, motivation, and productivity levels soar.

Additionally, the question "What's on your mind right now?" encourages openness and transparency, fostering a culture of honesty and mutual respect within the team. It allows team members to express their thoughts freely about ongoing projects, personal concerns, or innovative ideas. This level of open communication can lead to problem-solving, creative brainstorming, and team cohesion. By promoting such a dialogue, leaders can better understand their team's dynamics, address issues before they escalate, and recognize opportunities for growth and development.

The most important part of the question is "... right now". That brings the conversation into the present, and your team members will start discussing what is essential now.

"What is the biggest blocker right now that is keeping you from growing or succeeding?"

This insightful question helps identify 'invisible hurdles' that may impede your team members' progress. It could be a skill gap, a resource shortage, or an environmental factor impeding their growth. Probing in this manner can lead to invaluable insights that can reshape job design and training programs, resulting in better-aligned job responsibilities with the employee's strengths and paving a more straightforward, more defined path for progress.

This question also functions as an empowering tool, encouraging team members to self-reflect and identify their areas of improvement. It fosters an environment of self-awareness and self-improvement, which are critical components in individual growth and team success. Furthermore, by uncovering these 'invisible hurdles,' leaders can better tailor their support and resources to meet the specific needs of their team members, promoting a more effective and efficient working environment.

"What is the number one thing I can do to support you right now?"

This question transports us into the realm of servant leadership. The backbone of any thriving enterprise is a workforce that feels supported, valued, and empowered. By asking this simple question, you are extending a lifeline—be it mentorship, tools, resources, or simply a listening ear. A Gallup study suggests that managers who provide consistent support witness a staggering 70% increase in team engagement.

This question also signals an open line of communication. It invites employees to voice their needs and concerns directly, promoting transparency and mutual trust. By fostering such open dialogue, managers can more effectively address individual challenges and tailor their support to benefit each team member. Furthermore, actively responding to these expressed needs shows employees that their input is valuable and their success is a shared goal within the team.

"From what we discussed today, how will you implement that into your daily work?"

This question fosters accountability and sets the stage for action. It moves the discussion from the theoretical to the practical. When employees sketch out their next steps, it enhances their sense of ownership and efficacy, boosting their performance and productivity.

This question also reinforces the value of the meeting, transforming it from a passive dialogue into an active catalyst for change. It subtly shifts the focus towards the future, instilling a forward-thinking mindset that promotes continuous improvement and adaptation. Prompting employees to delineate their next steps fosters clarity and focus, further enhancing their motivation and determination to achieve their goals.

The Crucial Role of Follow-Up

The follow-up is where you underscore your commitment and dedication. Your follow-up is not about micromanaging; it's fostering resilience and determination among your team members. You're not merely offering support and leaving your team members to their own devices; you're swimming alongside them, ensuring they reach their goals and succeed.

I've observed seismic changes in the coaching culture when people pose questions like these. They aren't just queries; they're the bridge between the mundane and the meteoric. While some managers view one-on-ones as a calendar obligation or a box to check off, the wise see them as a crucible for transformation and a golden opportunity for growth and development.

The manager's commitment to follow through on their promises is equally essential. When managers consistently fulfill their commitments, trust within the team is strengthened, and a standard for accountability is set. This display of reliability shows team members that their manager is not only a figure of authority but also a dependable ally in their growth and development journey.

Unspoken Concerns, Aspirations, and Ideas

Consider the immortal words of Peter Drucker: "The most important thing in communication is hearing what isn't said." Listening for unspoken concerns, aspirations, and ideas requires keen observation and active listening skills. Here are some ways you can tune into the unspoken:

  1. Body Language: Much of our communication is nonverbal. Pay attention to your team member's body language. Are they leaning in, showing interest, or are they closed off and distant? Do they maintain eye contact, or do they often look away? These subtle signs can provide insights into their state of mind.

  2. Tone and Pace: The tone and pace of the conversation can indicate a lot about the person's emotional state. A fast pace and high-pitched tone might suggest excitement or nervousness, while a slow, low tone could indicate sadness or reluctance.

  3. Silences: Don't rush to fill in the silences. A pause in the conversation can allow the other person time to formulate their thoughts or build up the courage to share something important.

  4. Choice of Words: Pay attention to the words used in the conversation. Words like "just" or "maybe" might suggest a lack of confidence, while repeated use of "we" instead of "I" could indicate a team-focused mindset.

Remember, these clues are not definitive, but they can guide you in understanding the unspoken. Encouraging your team members to share their concerns, aspirations, and ideas happens when you create a safe, respectful, and open environment, even if they don't explicitly state them.

Until next time my friends…

❤️, Enablement

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