Coaching and Mentoring Program for Sales Management

The assignment content discusses the importance of coaching and mentoring in sales management. It outlines a 6-month program for new and old employees, focusing on training and development to achieve organizational goals. The program aims to improve employee performance, growth, and retention rates, as well as increase sales and productivity. The GROW model is used to guide mentors in setting goals and evaluating mentees' progress. Feedback and evaluation processes are also discussed to ensure the success of the program.

Running Head: SALES MANAGEMENT 1
Task 2: Coaching and Mentoring
Name of the Student
Name of the University

SALES MANAGEMENT 2
2.1 Coaching or mentoring program on Performance Needs
Coaching is provided for fulfilling the short-term goals whereas mentoring can help in
achieving various kinds of goals such as short, medium and long-term goals by focusing on
both the present and the future goals.
The ideas and objectives based on which the program will be developed are—
First, the program will be for the new as well as the old employees for 6 months.
Second, the main aim of the program is provided training and developmental programs so
that the organizational goals can be accomplished easily (BusinessBalls, 2017).
Third, communication will be done face to face, through group activities, various modern
tools.
Fourth, the performance and the growth of the employees will be monitored regularly. They
will be also evaluated based on their behavior with others.
Fifth, training is essential as it will help the employees to perform well in the changing
business scenario. It will also be easier to identify challenges and opportunities.
Finally, the employees will learn to give their best by working together.
2.2 Success analysis of coaching or mentoring program
Success plays an important role in motivating and improving the performance of both
the organization and the employees. Another aim of mentoring or coaching program is to
develop a good work culture and management system. The third aim is to maximize the
performance of the individuals and the teams. The final aim is to improve the position, image
and equity of the firm in the market by providing good services and products (Connor, and
Pokora, 2012). So, the SMART objective plan is---

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First, the mentees will be provided training based on their needs, time and situation.
Second, to increase the retention rate if the firm by 20% within 1 year.
Third, employees should be evaluated in every 4 months.
Fourth, to increase the sales of the firm by 20% within 6 months.
Fifth, to increase the productivity and success of the firm by 30% within 3 years.
Finally, proper documentation should be done so as to monitor the progress of the employees
and the firm.
3.1 Coaching or Mentoring Sessions
The individuals learn to improve their performance and behavior by developing
confidence within themselves. The teams not only learn to trust each other and create a good
work relationship but also learn to improve their communication and other decisions making
skills. The mentoring session should be organized in every four months after identifying the
needs and scrutinizing the business environment. Workshop, training or felicitation programs
should be conducted (Joo, Sushko and McLean, 2012). The session should be face to face as
it will be easier to guide and evaluate the performance and growth of the employees both as
an individual and as a team member. The success should be documented so that based on that
future sessions can be conducted.
3.2 Delivering coaching or mentoring sessions and also maintain records
The GROW model helps the mentor to set different goals and guides the mentees to
gain success. The mentor also analyses the performance and need of the employees based on
which the tools such as brainstorming, Buzan, six thinking tools are used so that the
individual and the team can learn and develop something new within them. Buzan or the

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Mind Map helps an individual by identifying and using various cortical skills for completing
the tasks (Law, 2013). The cortical skills such as word, image, logic, color, number,
awareness etc. are used together helping the individuals and the team members to think
clearly and increase their performance. Brainstorming is a group activity in which the team
members have to solve a particular problem by using various ideas. Six thinking hats helps
the individual as well as the team to think differently, identify and use the correct techniques
to complete the tasks efficiently. They learn to manage, collect and use information by using
emotions and logic (Edward de Bono, 1985).
3.3 Review on the coaches’ or mentees progress report
The mentor should not only maintain confidentiality about the mentees but should
also guide him or her carefully so that the later can perform well efficiently and effectively.
They should be trained based on their needs, time and situation so that the individuals and the
teams to improve. The regular review even helps the management to monitor the growth and
success of the mentoring session by evaluating the success of the firm and the organization as
a whole. In the individual or team feedback form, they should explain how much the mentor
is successful in accomplishing the goals (Lancer, Clutterbuck and Megginson, 2016). In the
mentor feedback form the mentor should explain about the improvement and growth stages
of the individuals and the team at the end of the week.
4.1 Feedback and evaluation on the own coaching or mentoring session
The feedback should be neutral and both the parties should have the courage to accept
any kind of feedback and analysis. It is important to develop a good relationship with the
mentees or coaches so that the later can provide correct feedback without any kind of fear or
negative thoughts. Another way is by creating a good feedback culture. After the completion
of the program or session, questions should be accepted so that all the information and

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problems can be solved nicely. The mentors should have positive outlook and should make
the sessions productive and informative that can encourage the individuals and teams to
perform better (Mackintosh, 2013).
4.2 Evaluation of the impact of the coaching or mentoring on the team, individual or
organization
The individuals are satisfied as they are able to learn and improve various kinds of
skills which helped them to become expertise in multi-tasking works. According to the team
leader and the team members, mentoring sessions are beneficial for them as they learnt to
think more creatively. The behavior, communication and personality have also increased and
improved a lot. Finally, the management of the firm is also satisfied with the overall
performance and growth of the individuals and the teams. They will start to give their best
leading to increase in the productivity, performance and the revenue of the firm (Starr, 2011).
The revenue, profit and sales of the firm is increasing and the firm is also able to invest a
portion of its income in other areas as the turnover and extra costs has minimized.
Action plan
Target for
improvement
Ways to achieve
the improvement
How will I
measure the
improvement?
Outcome Date for
reviewing
progress
Personality Gain confidence
and develop
positive outlook
Monitor the
behavior and
performance
Positive
approach towards
every works
3 months

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Behavior Engage in various
kinds of activities
with others
Monitor the
ways to handle
various
situations
Can handle
various situations
with proper
solutions
4 months
Communication
and interpersonal
skills
Involve in various
group activities
and task roles
Performance
and
productivity as
team member
and as
Performance,
skills and
abilities will
improve and help
the firm to
6 months
Technical skills Training in
present
technological
skills
Analyzing the
growth and
success of the
firm
Easier to achieve
both the personal
and the
professional
goals nicely
5 months

SALES MANAGEMENT 7
References
BusinessBalls. (2017). Facilitation, Workshops and Trainings. Retrieved from:
<http://www.businessballs.com/traindev.html> [Accessed: 21 July 2018]
Connor, M. and Pokora, J. (2012). Coaching and mentoring at work: Developing effective
practice: Developing effective practice. London: McGraw-Hill Education (UK).
Edward de Bono. (1985). Six Thinking Hats London: Penguin
Joo, B. K. B., Sushko, J. S. and McLean, G. N. (2012). Multiple faces of coaching: Manager-
as-coach, executive coaching, and formal mentoring. Organization Development
Journal, 30(1).
Lancer, N., Clutterbuck, D. and Megginson, D. (2016). Techniques for coaching and
mentoring. London: Routledge.
Law, H. (2013). The psychology of coaching, mentoring and learning. New York: John
Wiley & Sons.
Mackintosh, A. (2013). Growing on G.R.O.W – A more specific coaching model for busy
sales managers. Retrieved from: <
http://www.coachingnetwork.org.uk/ResourceCentre/Articles/ViewArticle.asp?
artId=88> [ Accessed: 21 July 2018]
Starr, J. (2011) The Coaching Manual (3rd ed.) Harlow: Pearson Education.