Sales Management: Coaching and Mentoring - An In-Depth Report

This report delves into the crucial roles of coaching and mentoring within sales management. It begins by defining coaching and mentoring as processes that enhance performance and potential within an organization, highlighting their importance for organizational survival and success. The report then explores the benefits of these programs, including improved staff performance, and outlines the similarities and differences between coaching and mentoring, such as the varying durations and the importance of building trust. The report also examines how coaching and mentoring facilitate individual, team, and organizational growth, including improved efficiency, effective project management, and the development of organizational strategies. Furthermore, the report compares and contrasts the two approaches, with the coaching program is not so long, thus there is not so important to build up the relationship with the coach. The report also addresses the boundaries of these programs and the significance of communication skills in coaching and mentoring, emphasizing active listening, open questioning, and honest feedback. Finally, the report discusses contracts, reviews, and the measurement of success within coaching and mentoring programs, including the use of the GROW model and self-reflection to evaluate program effectiveness. Task 2 covers the program structure, including face-to-face sessions, timelines, success criteria, and feedback mechanisms, ensuring a comprehensive understanding of implementing effective coaching and mentoring strategies in a sales context.

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Sales Management: Coaching and Mentoring
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Table of Contents
Task 1.........................................................................................................................................2
Task 2.........................................................................................................................................6
References................................................................................................................................11

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Task 1
A.
In this task, the presentation of the coaching and mentoring is prepared as it is required for
the organization which is most important. The organization needs to survive as well as
prosper and for that reason, it is needed to perform the highest level effectiveness (MaRS
Discovery District, 2015). Coaching and mentoring is considered as the process which is
enabling the people in order to improve that performance along with it will develop the full
potential. It helps to build up a beneficial team within an organisation.
B.
The principal advantage of the coaching and mentoring process is needed to achieve the peak
performance from the staff, other stakeholders along with the customers so that the
organisation would achieve the goal and objectives.
Other than this, there are some similarities within the coaching and mentoring program which
as there are many same techniques which are utilised both in coaching and mentoring.
 The coaches as well as the mentors, all are found to act as the facilitators. Those
facilitators are found to help the individual in the way which making the real as well
as lasting the change.
 It is observed that in case both the cases of coaching as well as mentoring as
observed, it is needed to understand the requirement for individual participant and
also their problems or the aspirations (Management Mentors, 2018).
 In case of mentoring it is needed to give the go for achieving the specific as well as
immediate goals and the objectives.

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 The relationship within each coach and the mentor is depending on the mutual trust as
well as the respect.
C.
The reason as the coaching and mentoring would help the individuals; team, as well as the
organization, are as follows:
The coaching, as well as mentoring, is found to enable the employees to grow with the
present roles and it will boost as the standards for the career momentum. These two
programs are found to identify the work as it is related to the personal goals as well as the
work out for some solutions (CENTER FOR CREATIVE LEADERSHIP, 2018). This
would not support the planning activities which are required to achieve the goals.
D.
Many a time the coach and the mentor will found to act as the facilitator and thus the
benefits are as follows:
1. It is needed to improve that the individual or the team would present the activities
2. The efficient as well as accurate budget preparation
3. The successful as well as effective project management
4. It is the organization for smooth of running the conference
5. It is the design, set up as well as to manage the stand for the exhibition
6. It is needed to develop work along with the effective strategy of the organization
7. It is the coaching salespeople as well as the sales teams for achieving the peak
performance.

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8. It is needed to resolve the behavioural or the relationship issues which will improve the
same in case of team performance.
E.
Comparison of coaching and mentoring:
On the other hand, there is some dissimilarity in coaching and mentoring which are as
follows:
 For following the mentoring program there is the on-going relationship as it will last
for fair as well as the long period of time.
 But in the case of coaching, the programme is not so long, thus there is not so
important to build up the relationship with the coach.
The mentor thus has the expertise for the specialisation which is needed to have the
subject area for the mentee (Canham, Fiore, & Caulkins, 2018). Thus, it would provide
the role model as the mentor is found for the senior as well as an experienced employee
within the organization. Therefore the coach is necessary for the high level of skills and
also they are experts in the same area.
F.
Boundaries of coaching and mentoring program:
It is needed to compare that the coaching and mentoring is found to have the maturity for
the life experience which is able to manage the process in case of planning in their
development and it includes the setting for the personal objectives and thus it creates the
action plan in order to attain the objectives (Dimakos, 2012). There are some young
children within a newly formed group unless, with proper coaching and mentoring, they
would not be able to manage any task.

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Again, it is very much obvious that as the coach or mentor it cannot be possible to deal
with the clients in case of serious emotional or psychological issues. Those people have to
use various types of professional help.
G.
Evaluation of the significance of the communication skills in case of coaching as well as
mentoring:
As per Eldridge and Dembkowski, it is needed to develop the achieving of coaching model as
it is needed to conduct the study which is revealed the five essential coaching skills as it is
dependent on the good communication.
It is essential to support as well as motivate each of the individuals throughout the coaching
as well as mentoring process (Noe, 2010).
Following points are important for the communication skills:
1. Deep listening
2. Creative as well as open questioning
3. Development of the rapport
4. Open as well as honest feedback
5. Utilisation of intuition
H.
Contracts of coaching and mentoring:
The coaching, as well as mentoring process, is subjected to easier when it can start with a
positive end of the mind. There are the goals as well as the intention of the outcomes for the
right as from the beginning of the process (Pool & Hourcade, 2011). There is the planning for

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step by step which can be achieved and that can be ensured as it is needed to measure the end
result against the agreed criteria.
Therefore, it is needed to review to check that the coaching and the mentoring session which
is working well. This is needed to do as productive along with the worthwhile. This is also
needed to check the relationship between the coach and the mentor. These are the issues
which are needed to resolve (Tintore, 2017).
I.
The significant reviews for this are that it would ensure when the process is found to
conclude.
It is needed to target that there are the goals as well as targets as it set the right from the
beginning and if there is the coachee as well as mentee which is needed to find out the
working steadily as well as progressively in case to achieve the goals which are needed to
indicate the process has completed successfully.
J.
To measure the success in the case of mentoring as well as the coaching process, the
followings are the main stories for the measurement:
In the final session, there should be a review which is required for the progress in case of
goals normally recorded. It is needed to achieve the end stories can set the plan in place for
the future. In a similar way, if the whole process is reviewed more than one times, it can
come to a conclusion along the success of mentoring or coaching contracts (Yesenia, 2017).
Task 2

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The coaching and mentoring programme:
A.
The coaching, as well as the mentoring session, is necessarily conducted in face to face.
The need for identification as well as the establishment for coaching and mentoring:
1. The programme is needed to develop for achieving the session.
2. It is needed to decide the total time to complete the programme.
3. In the case of the planning approach, it is needed to decide which will be the best
approach.
4. The effectiveness of the programme it is required to measure.
Further, in the coaching programme, there should be an agreed success criterion which is
needed to use for the measurement of the object as it is possible to assess the effectiveness of
the programme.
As per O’Connor and lieges, the coaching would be part of the leadership as well as the
development of the organizational initiatives. There are the subjective evaluations along with
the anecdotal evidence which is not an adequate measurement for the coaching effectively.
Expectation, boundaries, confidentialities, feedback rules along with the reporting progress
guidelines:
The coaching program is allowed to follow a guideline and the boundaries for the program.
There is a coaching target which will support the high performance as well as an
improvement at the work. It normally focusses on the specific situations, skills as well as the
goals as it has an impact on the personal attributes (Noe, 2010). Therefore, the coaching
process generally lasts for a shorter period than the mentoring program.

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In the case of mentoring, the models, as well as the skills of listening, reframing along with
the questioning, is associated. In the workplace, the mentoring program is found to follow the
protocol and it has the tendency in reflecting the relationship for the experienced colleagues
that use the greater knowledge as well as the understanding the work, workplace or the
industry (MaRS Discovery District, 2015). It will support the development for the more
junior as well as the inexperienced team member over a longer time. It will motivate the
workforce and thus cultivate the business.
B.
The timetable for arranging meetings:
1st week 2nd week 3rd week 4th week 5th week 6th week
Weekly
meeting
Saturday Wednesday Friday Saturday Wednesday Friday
General
meeting
Tuesday
Meeting
with the
participants
in the
training
programme
Monday Tuesday Monday Friday Monday Tuesday
C.
In ensuring the success the mentoring program is as follows:
1. It is needed to develop the corporate culture, processes as well as process in supporting the
program.
2. It is needed to design the jobs in coaching as well as mentoring the functions as it is
integrated within the employee.

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3. It is undertaken the skills the assessments for coaches as well as the mentors to supporting
the individuals with appropriate in ongoing training and the development (Canham, Fiore, &
Caulkins, 2018).
4. It has been ensured that the coaches and the mentors will appreciate the response so that it
will gain the same for their professional development. It is suited for the role in case of
attitude building along with the emotional maturity.
D.
In this coaching program, there would be a two-way feedback format or form is provided in
this program. The coaching process is followed the GROW model as the formula will
develop by Sir John Whitmore and thus it will describe the best seller for Coaching or the
Performance (CENTER FOR CREATIVE LEADERSHIP, 2018). In this GROW model, it is
represented the identification of the issues which further followed as below:
G: it represents the goal of the program.
R: It is the reality for the process as it assesses the present situation.
O: Options: In this program, the training is considered as the options. This should be
associated with creative thinking as per the usability as this stage.
W: It represents wrapping up of the program for the coachee or mentee who agrees on the
options as well as they also commit to taking the action.
E.
Finally, in the coaching program, there is the self-reflection as well as the evaluation notes
and thus it will impact on the coaching or the mentoring programme for the individual, team
or for the organization.

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The following questions are suggested to ask in this program:
1. As per you, what is the expectation from the coaching program?
2. What is the expectation for the coachee and mentee in the program?
3. How the issues are resolved by the coachee or mentee in this program, did you satisfy
enough?
4. Was there a regular review from the end of coachee or mentee?
Again, it has been established the feedback culture in this coaching programme. Thus, it is
very effective for the coaching or mentoring programme to improve the session.

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References
Canham, M., Fiore, S., & Caulkins, B. (2018). Developing Training Research to Improve
Cyber Defense of Industrial Control Systems. Proceedings of the Human Factors and
Ergonomics Society Annual Meeting, 1439-1443.
Centre FOR CREATIVE LEADERSHIP. (2018). How to Instill a Coaching Culture.
Retrieved from https://www.ccl.org: https://www.ccl.org/blog/instill-coaching-
culture/
Dimakos, I. (2012). Issues concerning Consultant-Client interactions: Things I learned at the
Information Center. Retrieved from http://www2.sas.com:
http://www2.sas.com/proceedings/sugi22/TRAINING/PAPER323.PDF
Management Mentors. (2018). Definition of Mentoring, Benefits of Mentoring, & Other
FAQs. Retrieved from https://www.management-mentors.com/:
https://www.management-mentors.com/resources/corporate-mentoring-programs-
resources-faqs
MaRS Discovery District. (2015). Coaching strategies and mentoring programs. Retrieved
from https://www.marsdd.com/: https://www.marsdd.com/mars-library/coaching-
strategies-and-mentoring-programs/
Noe, R. A. (2010). Employee training and development. New York: McGraw-Hill Irwin.
Pool, J., & Hourcade, J. (2011). Developmental Screening: A Review of Contemporary
Practice. Education and Training in Autism and Developmental Disabilities, 267-275.
Tintore, R. (2017). 5 Key Ways to Improve Training and Development. Retrieved from
https://www.goconqr.com: https://www.goconqr.com/en/blog/5-key-ways-to-