Coaching with a Purpose

TTI Performance Systems, Ltd. 11Figure 8Key Accountabilities ExampleRegional Sales Manager• Manage sales force to deliver the sales/numbers and provide coverage for thelarger sales organization.• Develop business plans and key accountplans where applicable.• Demonstrate industry and marketknowledge, and implement/execute anengagement model for addressing theirlocal market.• Recruit, develop and manage a strongteam of talented product specialists.Includes providing coaching andleadership for their team members as wellas taking action/moving out people whoare not performing.• Educate the larger sales organization—teach people specifics about thetechnology that they need to know,conduct some sales training, and marketinternally to the larger sales organizationto create interest and enthusiasm.With the help of a trained facilitator, the teamof experts identifies and ranks the optimummix of behaviors, attitudes and personal skillsthat any person would need to reach superiorperformance in that job. They define,prioritize and weigh the key accountabilitiesof the position, as shown in Figure 8. “KeyAccountabilities are essential to superiorperformance and are the foundation of thejob benchmark. Similar to performanceobjectives, they are a more detaileddescription of why the job really exists.” 12When coaching is used to prepare ahigh potential employee for a lateralmove or advancement, the person mayalready be meeting performance goalsin the current position. In this case, thefoundation of the coaching process will be thebenchmark for the next job they are intendedto occupy. The focus of coaching will be toassure that they have the skills necessary toramp up quickly and be successful in the newposition, which may very well require newskill acquisition or at the very least, a higherlevel of mastery.©2010 Target Training International, Ltd. 102110 Coaching with a Purpose: Is Your Coaching Job Related? | 11