Have you given your frontlines tools, technology and training but still want better results? In our 20+ years of experience, investing in making your leaders better coaches is what helps teams achieve results like more sales, greater customer satisfaction and increased employee engagement. Where do you stand? Checkout this quick guide to assess your organization.

1. 4 Ways to Tell
Are Your Coaching
Efforts Having an
Impact?
The Frontline Coaching Challenge
In over 28 years of boosting frontline performance within sales and
service organizations, we’ve learned:
• Most frontline teams do not receive enough quality
coaching to effectively improve their on-the-job
performance
• Most supervisors have not been adequately taught
how to coach and develop their teams
• Most sales and service executives cannot easily tell if
their coaching efforts are paying off
How can you tell if your coaching is effective?
We give you 4 places within your organization.
© 2013 Weber Associates LLC. All rights reserved

2. Introduction: Driving Change on the Frontlines
After hundreds of client engagements, we typically see that changes introduced to frontlines are treated as a short-lived
event instead of an ongoing strategy. Those that truly succeed at driving adoption provide a comprehensive approach to
sustaining change outside of the classroom by baking coaching and measurement into their culture
Define Ideal Process or
Experience What We Typically See:
Most companies have or can define a Why Go the Extra Mile?
process for serving and selling to Done right, driving effective change
customers…and also provide classroom can help organizations increase
Provide Training & Best training to introduce it to the frontlines. adoption of key initiatives. Best-in-
Practices class organizations can typically see
results like:
Some companies provide “self-serve”
support to their frontlines after the
Reinforce with Tools & training with the hope to reinforce • 10-20% lift in sales
Support change on-the-job. • 30% increase in service-to-
sales conversions
• 15-25% improvement in
What Best-in-Class Do: customer satisfaction scores
Drive Adoption with On-
the-Job Coaching However, very few companies provide • 10% increase in employee
the frontlines regular on-the-job engagement scores
coaching to drive ongoing adoption.
• 20% increase in call
And even fewer have the ability to resolutions
Rigorously Measure inspect if coaching is happening and if
Effectiveness of Change results are improving.
2 © 2013 Weber Associates LLC. All rights reserved

3. Introduction: Best-in-Class Coaching
Coaching: Best versus the Rest
After working with frontline leaders for over 28 years to drive
adoption of change there are 4 things that set best-in-class
coaching organizations apart from others, which include: 7
Monitor &
About Weber’s 1. Providing regular coaching to their frontline teams Inspect 1
Schedule &
6
Coaching Model 2. Knowing if coaching conversations are complete & Conduct Game Plan
Routine
effective Follow-up
Developed in 2002
3. Consistently reinforcing change after the coaching
Used in over 30 conversation? Demonstrate
organizations 5 Understanding Observe
4. Driving coaching accountability with rigorous of Change On-the-Job
Performance 2
Designed specifically to measurement of coaching effectiveness?
help frontline sales and Prescribe Generate
service teams Actionable
Change
Self-Diagnosis
Is Your Company Best-in-Class?
Ideal for call center 4 3
Ask and answer the questions on the following pages
operations and field
sales forces to see where you stand. We’d be happy to talk with
you about what you discovered and help share ideas to Weber’s Coaching Model
bolster coaching based on your specific situation.
“You facilitated a true culture change that successfully shifted the mindset of
the organization from accommodation to accountability.”
- Weber Client
3 © 2013 Weber Associates LLC. All rights reserved

4. 7
1
6
5
2
1. Do your frontline leaders provide enough coaching to their teams?
4 3
Perhaps the biggest obstacle to improving coaching efforts is making sure it happens consistently or at all. Expectations may not be defined.
Coaches may not practice good time management. Operational issues may prevent the necessary availability to fulfill coaching commitments.
No mater the circumstances, making sure coaching is planned for and executed are the critical first steps to becoming a best-in-class coaching
culture. When evaluating the quantity of coaching in your organization, a few places to look are:
Proactive Scheduling: Do coaches plan to coach their entire team each week and schedule it in advance?
Best-in-class coaches consistently coach everyone on their team every week – including their top performers. Why? Because this lets
everyone on the team know that ongoing improvement is not an extracurricular activity, but rather, a job expectation. A common pitfall of
average coaches is they leave coaching to chance by not scheduling sessions in advance or only invest their time in coaching the lowest
performers. In other words, they spend most of their time with the people who have the lowest chance of boosting results.
Game Planning: Are coaches adequately prepared before each session?
The ability to have a productive coaching sessions comes down to how much preparation and individualized attention the coach puts into it
before hand. As schedules get busy, many times coaches “wing it” without pulling performance data trends or reviewing past coaching session
notes before going into coaching sessions. As a result, frontline employees are at-risk of not receiving the support needed to continually grow
and develop behaviors before graduating onto new areas of development. Rather, they “Ping-Pong” between changes without ever really
adopting any change that helps them perform better at their job. Best-in-class coaches make it a practice to not only schedule their coaching
in advance, but to create a well thought out game plan for each session so they can provide consistent development, maximize each session
and achieve better results.
Prioritization: How often are coaching sessions re-scheduled or
canceled due to a fire drill?
In addition to not making a weekly schedule, another common pitfall is not holding
planned coaching time as sacred. Instead coaching becomes a “get around to it”
activity that happens sporadically or not at all. When a crisis emerges – even if it’s not
100% critical – coaching can take a back seat. Top performing coaching organizations
make coaching a top priority of their leaders and pave the way to make sure they have
adequate time to coach each week.
4 © 2013 Weber Associates LLC. All rights reserved

5. 7
1
6
5
2
2. Do you know if coaching conversations are complete & effective?
4 3
Coaching is a broad term that can often be misconstrued for a lot of different types of
activity. True coaching involves a consistent approach and collaborative dialogue Quick Diagnostic:
between the frontline and their leader with a specific outcome. It is not corrective Coaching Conversation Quality
action or one-way feedback. Some questions to consider when assessing the Best-in-class coaching sessions include the following
completeness and quality of coaching sessions are: characteristics. How do you compare? Observe
coaching sessions in your organization with this
checklist.
Established Model: Is there a standard approach for coaching?
Most organizations do not have a formally defined coaching process and/or adequate
support to develop coaching skills. Rather, leaders are just thrust into the role of Did the coach:
coach and develop coaching skills as they go. As a result, coaching technique and  Identify a performance trend before the
style is left up to individual preference. This amount of wide variation can make it session
difficult for leaders to evaluate coaching effectiveness. Best-in-class organization have  Focus on performance trends – not just
a defined structure so they can consistently gauge the performance of each coach. single instances
 Review and check-in on previous
Coaching Topics: Do coaching conversations focus on a coaching session
consistent set of behaviors that boost job performance?  Ask open-ended questions to drive self-
The most effective type of frontline coaching is tied directly back to a specific on-the- diagnosis
job behavior – typically ones that are associated with the company’s preferred sales
 Demonstrate active listening and avoid
or service process. However, more times than not, coaching consists of generic and
“tell mode”
broad development opportunities that are difficult to translate into specific behavioral
change, leading to suboptimal results.  Give appropriate and constructive
feedback
 Work with the coachee to create a
Coaching Conversation: Do sessions promote accountability and
SMART goal
collaboration?
 Role-play the change to confirm
What separates a great coach from an average coach is the ability to incorporate a
understanding
consistent set of coaching skills that drive collaborative discussion and the self-
discovery required to make the person being coach feel personal ownership to change.  Gain commitment to begin doing the
Without specific training and development, many coaches struggle to have effective change immediately
conversations that promote change and often resort to “tell mode” feedback that  Document coaching outcome
limits buy-in.
5 © 2013 Weber Associates LLC. All rights reserved

6. 7
1
6
5
2
3. Are coaches reinforcing change AFTER the coaching conversation?
4 3
Many times, the activities that happen after the coaching session go overlooked. Best-in-class companies know that a comprehensive coaching
program requires dedication to putting in the time and attention after the coaching session to reinforce behavior change and achieve superior
results. To assess how well your team does in this area, try answering the following questions:
Confirm Understanding: Do coaches make sure that new
behaviors or changes are actively demonstrated? 4 Follow-up Best Practices:
Many times, coaching ends with a generic agreement about what changes need to
happen with no specific confirmation that the person being coached actually knows how
to implement the change. Best-in-class coaches routinely role-play or walk-through the 1. Use role-play to confirm changes
“how to” of the change to gain confidence that the person they are coaching knows are understood - talking through
exactly what to do. Without this step, many time changes go misunderstood or do not change is not enough
take hold, which limits the ability to drive change or individual results.
2. Conduct at least one 5-minute
Consistent Follow-up: Do coaches follow-up with everyone after “fly-by” follow-up within 48 hours
every coaching session? of a coaching session
In our experience, best-in-class coaches follow-up within 24-48 hours of every coaching
session. This not only helps ensure that changes are taking hold, but also reinforces that
the coach is going to hold their team member accountable to the change. A pitfall of 3. Find ways to see the change in
many organizations is that there is no follow-up or there is only follow-up with low action before the next coaching
performers, which decreases the ability to spot an opportunity to adjust course between session – and adjust if necessary
coaching sessions.
4. Seek out employees who are not
Additional Observation: Do coaches see how changes are sticking proactively engaged in coaching
between coaching sessions? to determine if they are resistant
A best practice of top performing coaching cultures is to “see change in action” between
coaching sessions. Many times, there are no on-the-job observations between coaching, to change or just need further
which does not really provide the coach with enough perspective on how their team is clarification
changing or how much their coaching is helping. Conducting observations (remotely,
side-by-side, or recorded) between coaching sessions is invaluable to making sure
change is taking hold. Observations also help coaches identify if adjustments need to be
made before the next formal coaching session.
6 © 2013 Weber Associates LLC. All rights reserved

7. 7
1
6
5
2
4. Are you driving coaching accountability with rigorous measurement?
4 3
While most businesses rely on standard reports to make business decisions, a common gap in reporting strategies is having a defined way
to measure and evaluate coaching effectiveness. Top performing coaching cultures have cracked this code and insist on inspecting
coaching on an ongoing basis and provide appropriate insights to all levels in the organization. If you want to see how your coaching
measurement stacks up, consider these questions:
Coaching Measurement: Can you easily tell how much coaching is going on in your organization?
In many cases, if you were to ask, “how much coaching is happening here?” the answer is either a generic guideline, but difficult to
quantify. Coaching activity is often data that is not collected or pulled into a reporting tool that can provide a snapshot view across the
organization, within specific teams or at the individual level. Top coaching cultures are able to capture and quickly report on the quantity of
coaching that is happening in their organization.
Evaluate Effectiveness: Do you have the ability to correlate how coaching is changing behaviors?
In addition to tracking how much coaching activity is happening, it is critical to be able to tell how effective coaching is and if its helping
you achieve the results you need. Having the ability to correlate how coaching is changing behaviors and if those behavior changes are
driving intended results is critical to sustaining a credible coaching culture. Without this information, most companies just guess at what
benefits coaching efforts are providing. Without a strong ROI behind it, these coaching initiatives fade way as a flavor of the month
initiative. Best-in-class organizations rely on coaching dashboards to help them see exactly how much effort they are putting into coaching
and how those efforts are paying off. They use this information to target improvements and make wise coaching program investments.
Accountability at All Levels: Do all people involved with driving
coaching have reporting that is relevant to them?
In most organizations, the buck stops with frontline leaders when it comes to driving
coaching accountability. In other words, coaches are held accountable to making sure
coaching is happening. However, managers are not held accountable for improving their
coaches performance and leaders are not held accountable for making sure overall coaching
efforts are productive and continuously improving. Without these cascading layers of
accountability, coaching programs are subject to becoming stale. Best-in-class coaching
measurement strategies need to include all levels and promote productive inspection to
collectively raise the coaching bar throughout the organization.
7 © 2013 Weber Associates LLC. All rights reserved

8. 7
1
Working with Weber: Coaching Programs
6
5
2
4 3
Weber Coaching Programs combine a proven model for coaching effectiveness with flexibility
based on your specific needs, budget, and maturity of coaching within your organization. Our
typical approach includes 3 key components:
1. Conduct “Current State of Coaching” Quick Assessment
Our rapid assessments observe live coaching interactions, help to determine where to customize
coaching efforts and what best practices to maintain. The end result is to define common coaching
scenarios in your organization and build the training and support tools required to drive on-the-job
behavior change once the coaching program is launched.
2. Provide On-the-Job support from Expert Coaches
While our programs typically start with a brief introductory training, our belief is that we can best
support your leaders by helping them with “real world” experiences. That’s why most of the time
spent during our programs will be between your leaders and our expert Weber Coaches. This starts
with a 1-on-1 workshop between each of your coaches and a Weber Coach to determine how best to
support each of your leaders and then continues out on-the-job throughout the duration of the
program. By working directly with your coaches to observe coaching sessions and provide
personalized feedback, Weber Coaches can rapidly grow coaching skills and performance.
3. Launch Tools to Drive Inspection and Ongoing Accountability
Driving coaching accountability requires rigorous attention to measurement - at all levels. Weber
coaching programs include the development of a measurement strategy and tools – like a coaching
dashboard - that collect the information required to assess the quantity, quality and effectiveness of
your coaching efforts. After the Weber engagement is over, these tools can remain in place to help
you inspect the health of your coaching culture, drive ongoing accountability and rapidly identify where
to make improvements.
Depending on the size of your team, our typical coaching engagements are between 4 and
8 weeks….and can begin delivering improvements and results within the first month.
8 © 2013 Weber Associates LLC. All rights reserved

9. Let’s Stay in Touch: Learn More
To for more information about Weber Associates
and our Coaching Programs contact:
• Nate Nicholson
• 614.546.7452
• nnicholson@weberassoc.com
• linkedin.com/in/natenicholson
Offices:
Columbus, OH (headquarters)
Atlanta
Chicago Some Client’s We’ve Helped:
Dallas 20+ years partnering “in the trenches” with the Fortune 500 and fast-growing
industry leaders.
Minneapolis
Washington, D.C.
www.weberassoc.com
© 2013 Weber Associates LLC. All rights reserved