Customer Mania! by Ken Blanchard Jim Ballard & Fred Finch

Author:Ken Blanchard, Jim Ballard & Fred Finch
Language: eng
Format: epub
Publisher: Free Press
Published: 2004-07-15T00:00:00+00:00

A Day in the Life of a Coach

Chuck Boone, area coach for Taco Bell, summarized a lot of what we saw as we shadowed the company’s area coaches:

“Let me tell you what a day in the life of an area coach is like. There’s lots of interaction with the restaurant. In the morning you get the numbers. You get a voice message from the team members who closed the night before. If there’s some good performance—real consistent good performance—you want to call the units real quick. One or two minute conversations like: ‘Hey, great job, keep the focus up today.’

“If there’s some problem, you definitely want to spend a little bit more time calling them and asking questions. ‘Did you recount the inventory?’ Just take them through a couple steps that they get the hang of real quick and they’re almost ready for your call the next morning. Probably that’s about an hour of your time in the morning, just capturing the results and going back and making those phone calls to reinforce or to go ahead and give them some coaching to improve that day. That gets the morning started.

“Then I usually have two four-hour, in-depth coaching sessions at two restaurants. I spend a good deal of that time with the RGM. If they’re out of the store for whatever reason, I have it with the senior assistant or assistant manager.

“Typically, you go to the restaurant and you walk around and say hi to everybody, make sure you wish everybody a good day. If there are customers, I would greet them and ask them how their visit is going and if there is anything we could do to make it better. You go and meet with the RGM and for twenty minutes you run down what’s going on lately, or ask them, How’s it going? Then you dig in and take a look at the restaurant. It’s a very structured piece of that four hours. We both have detailed reports on all major aspects of the functioning of the store. They’re used to it. It’s something they’re anticipating. Some of them have gotten so used to it; they’re ahead of the game.

“Probably the best part of the day is sitting down with the RGM in the dining room and having a really good conversation. For two hours I can go deep, either on something I see they need help with or something they bring up. Our high impact coaching model is called the EARS model. EARS stands for Explore, Analyze, Respond, and make it Stick. Through asking different questions you get to the core problem of what they’re struggling with. You’re not going to tell them what’s wrong. They get to see it themselves. They come up with it. It’s almost like they have an epiphany about the real issue. You just helped them get to that point.

“After you help them work out a way to handle the opportunity, the next time you’re in the store you make sure that you check in with them on that issue to make sure it’s taken care of.

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