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“The Decision”…When and How Many to Hire?

Craig Lockerd — Thu, 19 Apr 2012 19:08:22 +0000

“The Decision”

“I’ll be taking my talents to South Beach”….oh, sorry, wrong decision [Clevelander joke]

The way many dealerships make the decision when to bring on more salespeople and how many or replace under-performing salespeople has always baffled me. I have seen countless “formulas, statistical data, seasonal hiring decisions, you name it. We have had managers tell us they need 4 salespeople, we ask them why 4?” That’s how many desk we have open” Really, hiring due to number of desks? New manager starts at store and brings his “team” with him. This one is very exact “Salesperson can properly “wait on” 2.25 clients per day x 6 day work week =13.5 clients a week X 4.2 weeks per month = 56.7 clients per month, so we are “logging” 425 clients a month which would mean we need 7.49 salespeople on our floor??? “It’s the first of the year, in with the new, out with the old” I know none of you make your decisions these ways, but you know what I’m saying.

Law of Diminishing Return

The reasoning behind The Law of Diminishing Returns from a Dealers point-of-view in terms of hiring employees can be simplified into three stages:

In the first stage, the addition of more salespeople allows for specialization of job responsibilities and increased production efficiency. The result is a larger output return for each additional unit of input.
The second stage is where inputs equal outputs. Each new salesperson added will continue to increase production, but only at the same rate as the increased input of labor.
The third stage is when additional salespeople will start to decrease production efficiency because the work environment is fixed in the short-run. This results in returns that are less than the labor input.
Imagine this situation. You have hired a teenager to tend to your garden. He plants 4 saplings in an area of 10 square feet in 4 hours. The next day, he brings another friend along and you decide to hire him as well. The time and the area don’t increase, but the number of saplings planted increases to 8. Another boy comes along and is hired by you. Again the area and the time limit is the same. But the number of boys is now 3. And the number of total saplings planted is now 9. If you hire another boy and maintain the same condition, you will notice that the number of saplings planted may increase overall, but the number of saplings planted by each boy will reduce, until eventually it will be 0. The above explained situation is a classic law of diminishing returns example.

My question is, do we have any idea where that third stage is? We are in the car business, our outcome should be to have as many people as possible buy our products and services at the highest possible profit margins we can with 100% customer satisfaction. We can’t do that unless we have pushed the envelope with a quantity of quality, properly recruited, screened, interviewed and trained salespeople.

“I don’t want to flood my floor”

That’s admiral and I applaud your moral judgment in trying to make sure your salespeople all make a good living, but how many times have you invested in having a special sale or event, or your product is super hot and huge new incentives came out or you invested millions in your facility and you look around and several of your salespeople decided to come in late, stay home or move on to the next “Hot Store?”

The law of diminishing return is a bit different in our business. How many hours are your salespeople currently scheduled to be at the dealership? Wouldn’t an additional sift or shifts or teams allow them to work less hours, be more affective and in turn more productive and actually have lives outside of work as well? Couldn’t that also help the talented person at your store that has “Manageritis” and if you don’t move him or her up, make them a team captain, they are going to leave you?

How much real time do your salespeople have to actually truly prospect, develop their own client base, properly handle all the internet leads, take vehicles to people’s homes or business’s ,be involved in the community to create more business when they are at the dealership bell to bell?

Simple question did you or did you not sell more cars when you had more salespeople? Why are some dealers that are in the middle of nowhere selling 5 to 10 times the number of cars dealers in major metro areas selling? Marketing, proper use of the internet for sure, but remember in this point in time in our industry our property goes well beyond the amount of acreage you own, take advantage of that opportunity and dominate your competition .To do that, you need better recruited and trained people. Now of course at some point to many really is to many and moral goes down and productivity would suffer, but I’ll bet very few if any have ever come close to that point that are reading this.

Judy B. Margolis, writes:

“Employees who grow too comfortable and complacent lose their edge. The more they know, or think they know about how their particular slice of the business world works, the less likely they are to challenge their old tried-and-true methodologies and to innovate. The same holds true for companies that fail to embrace change and, instead, have it foisted upon them, often when it is too late.”

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Spring Clean Up, Recruiting and Training Special

Craig Lockerd — Fri, 30 Mar 2012 17:19:16 +0000

Are you looking for incremental business? Do you want more than your fair share of the market?

Remember, April showers brings May flowers much like Aprils recruiting and training brings Mays profits! AutoMax is proud to present our Spring Clean Up, Recruiting and Training Special where we are offering 15% off of our already ridiculously low priced Recruiting and Training Packages.

What you do at your dealership in terms of recruiting and training, in all departments, will bring HUGE results not only in May, but throughout the rest of the year!

The special: ANY recruiting and/or training for ANY position with ANY of our highly effective recruiting campaigns will receive a 15% discount for the month of April!

Check out our brochure online, HERE.

Schedule your campaign now, dial: 800-878-5090 ext 1

Automax Recruiting & Training Announces a Comprehensive Training Partnership with Ziegler SuperSystems

Automotive Recruitment Vlog #16 – The Race To The Bottom

Craig Lockerd — Fri, 09 Mar 2012 17:39:04 +0000

Welcome to episode #16 of the Automotive Recruitment Vlog w/ Craig Lockerd. Wow, 16 already? In this episode I’m calling you out. Both the dealers and the manufacturers. It’s our fault really. The ONLY reason why the customer is so fixated on price is because WE are fixated on price. How do we change that? How do we stop racing to the bottom? Watch the video:

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If you’d like to hire Automax to recruit, screen and train new salespeople, with no bad habits, at your dealership, you can contact us HERE.

Automotive Recruitment Vlog #15: Salesperson Run Meetings

Craig Lockerd — Wed, 07 Mar 2012 20:04:07 +0000

Welcome to episode #15 of the Automotive Recruitment Vlog with Craig Lockerd. As you know I’m Craig Lockerd, in this video I bring up the idea of a salesperson run sales meeting. Stay with me, I know that sounds a little weird, but it’s the best way to ensure that you’re not running out of ideas and that you are training on the things that matter the most. Do you want to make your sales training stick? Watch this video, then let me know what you think in the comment section below.

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If you’d like to hire Automax to recruit, screen and train new salespeople, with no bad habits, at your dealership, you can contact us HERE.

The Dealership Culture Starts At The Top

Craig Lockerd — Thu, 01 Mar 2012 23:02:36 +0000

Something has to give. Change is mandatory in our industry, reinvention a must! Every day I see what people are posting about dealerships all over the web. Let’s face it, as a whole people hate us. Strong words I know but just look at how our customers are treated. It’s not that they are being treated bad in most cases, but indifferently. It’s as if we’re saying, thanks for the money, I could care less if you come back.

Maybe that’s not what you’re thinking, but it’s what your actions say. A friend of mine and of AutoMax Recruiting and Training, David Johnson, wrote a real eye-opener of a post called, The Worst Dealership I’ve Ever Seen , Is It You? I suggest you read it.

How do you keep that perception from happening? First, you have to know that itss a top down commitment. Yes, you need the right salespeople, salespeople that get it, salespeople that are self-motivated but it’s a fact that even the most motivated people will feel defeated if they are in the wrong environment. That environment comes from you, the GM’s, the GSM’s, SM’s and the DP’s.

What kind of culture does your dealership have? Are you screaming at your salespeople in your sales meetings or are you training them how to do their job. Are you pointing out what they are doing right? As a parent I learned that it’s much more important to tell a child what they are doing right than it is to tell them what they are doing wrong. Yes, you need to correct your children but how will they ever know what they are doing is right if you don’t tell them? The answer? They won’t!

So, I encourage you to lead with a carrot and forgo the stick. Here are a few examples of messages sent and messages received:

Manager: “I really liked how you helped your customer move her stuff over to her new car.”
Salesperson: Wow, she really does notice the extra work I do around here.

Manager: “Wow, 8 long years huh? Congratulations, we really appreciate your loyalty and all your hard work!”
Tech: I’m in the right place, it’s nice to be appreciated!

Manager: “You really know how to work the phones, would you mind talking to the new guy?”
Salesperson: It’s nice to be noticed, I am going to get even better so that I can continue training the new people!

Positive reinforcement works, it’s part of what makes a winning environment!

Mystery Shop

Do you know what it’s like to buy a car at your dealership through the eyes of a customer? If not, you should. Ask a trusted friend to call in and see how they are treated on the phone. Have them pay attention to voice tone and how long they were on hold. Then have them come in as a walk-up and evaluate the salespeople on attentiveness, customer service, and product knowledge. Do the same for the service department and then ask your buddy for their honest opinion. Ask them how they felt during the meet and greet and if they were taken care of in a professional manner. Ask them what vibes they are getting, all this is important and will tell you a lot about what you don’t see. Always remember that what happens through the eyes of the customer is totally different from what you see through your own.

Adopting A New Culture

First, share the story. Have a meeting with everybody at the dealership, even the lot guy. I remember being at Sam’s Club, eating a salad in their food court, when the guy cleaning the tables looked at me and said thank you for being a member. That felt good! Imagine if your lot guy was out there washing a car when a customer walks by and he stopped what he was doing and gave them a heartfelt thank you, how would that make the customer feel?

So, share the culture. Let everybody in on what you want to do and set up some sort of carrot philosophy. What I mean by that is give employees the power to recommend other employees for customer service well done.

Second, give your employees a voice. Let them know that you want them to share in the culture and give their ideas on what can be done to help create a better environment for both themselves and the customer.

Lastly, educate and energize. A well education sales force will outsell a poorly educations sales force. No brainer huh? It’s more than just the knowledge to sell better but employees appreciate training, they appreciate time spent on something that can make them more money. People feel good when they can add to the bottom line and be a producing member of the team. Also, be sure to energize. Training has to go beyond the “this is what you do and this is what you don’t do” sort of thing. You must engage the hearts of your employees. You need to influence their values and speak to their motivations.

It All Starts With The Desire To Change

There will be people that are happy with where they’re at and no matter what kind of culture changing philosophy you try to instill they won’t get it because they don’t care. Again, speak to their motivations. Find out what their spark is so that you can turn that spark it a raging fire. Share how things will look if the culture doesn’t change and what it will look like when things do change.

Keep in mind that no matter where you are in life or in business that you must pass through a set of filters to get to where you want to go. Passing through those filters you won’t be able to take everybody with you, some people just won’t fit. Same as with processes, marketing, and attitudes. Things will change and you may have to let somebody go that doesn’t fit within the new culture.

What are some things that you can implement to bring on change in your dealership? A change that will bring your more sales, more referrals and more repeats? A culture that will influence positive word of mouth?

Selling More F&I Products Starts Sooner Than You Think

The Death of a Salesman, Has The Day Arrived?

Ernie Kasprowicz — Wed, 29 Feb 2012 19:53:58 +0000

Let me share with you my experience, as a customer, intent to purchase a new 2012 vehicle. My name is Ernie Kasprowicz, General Manager and Partner of AutoMax Recruiting and Training, LLC. We are a company focused on staffing auto dealers with quality people within all departments and provide enhanced job skills training programs. We have conducted over 11,000 salesperson recruiting programs over the course of 13 years. My background is from retail auto, starting as a green pea salesperson through F&I, sales, general sales and general management responsibility. I have now worked for AutoMax for the better part of 13 years. I have seen a lot. What I have experienced recently in my pursuit to purchase a new vehicle for my personal use is both shocking and disturbing to me.

I am a person who purchases a new vehicle, maintains it and holds on to it for as long as reasonably possible. I shop thoroughly before making a final decision. I am not locked into one particular brand or model and take the time to investigate my options. For my most recent purchase I visited more than 7 dealerships test driving 10 vehicles. The good to great news is that anyone involved with representing a new vehicle has a great product to sell. They are ALL really good, offering features and benefits that are very close in comparison.

What is the bad news? I didn’t meet a salesperson in the bunch. Not one. Oh, to be sure, a “salesperson” approached me, “showed” me the car, took test drives and even “worked” numbers. But, not one had a real clue of how a professional salesperson should interact with a customer. What I experienced was the laziest attitude towards customer service and desire to separate their product or dealership from the pack. My 14 year old daughter knew more about the vehicles we went to see from reviewing the factory websites than from anything we gained while at a dealership. Sure, we got to see how the seats folded, how doors opened or closed and all the in-cabin technical gadgetry. What I didn’t get was a why I would benefit from owning any one particular vehicle. I understand things have changed since I last sold a car. But, really? Can anyone explain why there were not comprehensive feature benefit presentations, no understanding of what other makes and models I may be considering and how the vehicle I am looking at compares. No walk and introduction to the service department as a means to build value for long term satisfaction. No real enthusiasm or effort during or after my visit to earn my business and become a customer of that dealership.

And then there is the price. All started at basically invoice and in some instances went down from there. What the heck is going on here? It’s not as if they knew what I do for a living…they never asked! So, I guess from a customer point of view I did get a great price. And that is my question. Is it all about price anymore? Has it really become lowest price wins and nothing else really matters? Well, nothing else matters because nothing else is sold. I was given no other reason to do business with any one particular dealership or to purchase their product rather than another. Whatever I knew about the vehicle going into the process was the same going out. So yeah, you better offer the lowest price. I got the impression each salesperson figured they would make a mini at best, and gave me mini in return.

Why is everyone so reluctant to spend a dime on professional sales training? What can possibly be the harm in having a thoroughly prepared sales team? A team of people who, on an individual level, know more about every vehicle they sell and know more about every competitive model than any customer could possibly know? How can it be a bad thing for salespeople to follow a sales process that includes a warm, sincere, professional greeting to the dealership? Since when is it wrong for a salesperson to express real joy and enthusiasm for the products they sell and the dealership they work for? As a consumer, I want to know why xyz stomps the competition! And I want it to be factual. The amount of inaccurate information I was given was appalling. It’s ok to say I don’t know. I already know you don’t care enough about your profession to actually prepare yourself.

So it comes to management. Who is running the store today? Why do you deny yourself the opportunity for real success? From what I’ve seen your stores are selling cars. But those are to people who made the decision to buy your product and from you, despite yourselves. I am quite certain few were swayed by anything presented to them other than low price. Are these harsh words? I don’t think so. They are straight observations. And, before it’s said the sample size was very small and in a small geographic location, let me share this: AutoMax conducts shopping reports throughout the country on more than 20 dealerships weekly, and the level of sales skills is dismal.

Do we really need salespeople anymore? It would appear as if not. Has the day arrived where the online pricing models such as TruCar have won the day? If I am to be told otherwise, then management and ownership better invest in their human assets. Otherwise, being a salesperson will be reduced to menial labor wages. Why pay more?

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The Importance of A Traffic Log

Abe Hopper — Tue, 14 Feb 2012 16:08:41 +0000

I was at a Dealership the other day that had laid-off the receptionist. She was also the person that managed The Traffic Log. So I asked the Sales Manager, “who is taking care of the traffic log ? ”… “I am”, he said. …. “Well, when you step out, who manages the log?” … “The salesmen”, was his answer.

Oh, no ! … was what flashed in my head … as I visualized a Referee throwing a flag !

The quickest and best way to check sales effectiveness is with an accurate, up to date Traffic Log. It is a gauge on how effective the sales department is … and it is especially important after new sales people are hired and in the process of being trained.

YOUR SUCCESS AS A MANAGER

Your success is based not only on volume and profit, but on your closing ratio as well. (The number of customers closed) ÷ (The number of customers seen in the showroom) = (your effectiveness as a Sales Manager). A high closing rate, approximately four or five out of ten is achieved with a properly trained and motivated sales force … one that is developed and supported with sound and consistent management practices.

In many dealerships, the salesperson selling the most vehicles is not necessarily the best salesperson. A top salesperson that sees twice as many customers but sells only a few more units than the second ranked salesperson is not maximizing opportunities and actually losing money for the Dealership. This type of top salesperson is actually turning away customers who might have been sold if the sales process had been used effectively.

For example: If John saw 11 customers and closed 4 … his closing percentage is 36%. However, Mary saw 6 customers and closed 3 … her closing percentage is 50%.

While John’s closing ratio does not seem to be a great deal lower than Mary’s … John lost more customers than Mary saw all day. Obviously, John needs some help in improving his closing ratio and reducing the number of lost opportunities.

The Traffic Log can tell you a lot more than just closing ratios … it can show you exactly how effective each salesperson is at performing the Steps to the Sale. You can determine how effective your salespeople are at applying the seven step sales process by performing a Traffic Log Analysis. However, this requires carefully kept and accurate recordings in the Traffic Log. I will write more on how this should be done soon … but to the point of this blog … who is one of the most valuable employee’s on the sales support team? Yes, the answer is: The Traffic Log Receptionist.

If Retaining Salespeople Were Easy, Everybody Would Be Doing it

Ernie Kasprowicz — Sat, 11 Feb 2012 06:00:50 +0000

No kidding. Seriously, so what can be done? To be sure, there are many strategies to employ, different schools of thought and much to present at a later date. For now, let’s explore one possible solution. To gain a different perspective, it may be helpful to start at the end, at the moment a quality salesperson tenders their resignation. How did it get to this point?

The very first thing you need to do when a salesperson tenders their resignation is to react immediately. No excuses, no delays, do not wait until after the morning meeting. The number one priority becomes speaking with this salesperson.

The second must is not to mention the potential resignation to anyone else. This works for both parties and is extremely crucial. This will allow the salesperson to save face with their peers should you successfully change his or her mind. Also, preventing the would-be resignation from becoming common knowledge will go a long way towards preventing wild rumors that could spread, suggesting a big pay raise was offered to retain the person.

It is imperative that we listen attentively to what the salesperson has to say. Try to understand the exact reason(s) why this person intends to resign. If you fail to find out for certain or accept the real reason(s), you will have no chance to keep this salesperson. You will also want to understand what opportunity is available to this salesperson; more money, less stress, more interesting work or perhaps more stress but a bigger career step. Give an unfiltered review to your immediate superior, even though this may be uncomfortable.

You will have to carefully think through your arguments and focus on why it is in the salesperson’s best interest to stay. Remember, most likely the salesperson has had feelings of frustration for a long time and it has taken one final ”incident” to make up his or her mind to leave. On the other hand, another business may have presented this person with a more attractive offer.

Now you should know why he or she is leaving. By all means, solve the salesperson’s problems! The majority of sales representatives who have expressed their intention to resign actually like the company, their occupation and the people they work with and would like to stay.

Lastly, prevent further resignations! Think about the rest of your sales team and try and recognize problems early on and solve them before they become too big.

By no means will this keep all the salespeople you want, and certainly isn’t the only set of ideas to explore. There are many things that need to be done from the moment a salesperson is hired that will lead to retention. However, as part of an overall strategy, implementing these points can help to retain good salespeople and therefore make a positive impact on business performance.

How Do You Retain Top Performing Salespeople?

Abe Hopper — Fri, 10 Feb 2012 20:32:00 +0000

When asked this question, I default to my American Honda Kaizen Continuous Improvement training to give the answer. It is not a simple answer. It is an answer based on a philosophy and new way of thinking. When I became a Dealer, my GSM once said to me, “you don’t act or think like most Dealers.” I guess he is correct, because as a former Kaizen Trainer … “I think it, therefore I am one with the philosophy”.

Dr. W. Edwards Deming, PhD, who transformed the thinking of Don Petersen at the Ford Motor Company and transformed the entire Japanese automobile industry, taught us that for Total Quality Management to succeed you must first transform management thinking. The Japanese called Deming’s philosophy Kaizen.

Kaizen starts with the respect for the human being and the understanding that we are born with intrinsic motivation, self-esteem, dignity, cooperation, curiosity, and a yearning for learning. Today’s top performing managers now understand that intrinsic motivation comes from inside an individual rather than motivation that comes from management. This is the key in motivating people. People want to do a good job and they get pleasure working on a task that produces a common goal with others. Management must be committed to supporting their staff by providing continuous improvement training and the tools needed to provide superior customer sales and service.

Another key point Deming taught Ford Motor Company was “Eliminate management by objectives”. Deming saw production targets and sales targets as the path to encouraging the delivery of poor-quality goods and services. While this is a foreign concept to most of us in the car sales business … the reality is that when we focus on the needs of the customer and ensure customer follow-up … sales and gross profits dramatically increase.

But the problem is … the measure of success for salespeople in the car business is the number of units sold by the individual. Individual sales focus by the salesperson (me) = my focus is on me. Because of this, self-serving sales force behaviors develop and become difficult for management to control. Self-serving behaviors include a lack of teamwork, neglect of important administrative sales duties, an absence of record keeping, lack of sales follow up, lack of customer focus, poor housekeeping and lack of customer problem solving. “Things that make you say … hmmmm”

So if Management wants a customer focused sales team, customer retention, top CSI scores, reasonable gross profits and retention of long term career oriented salespeople what is the answer ? Is it a pay plan that is salary based with positive CSI score bonuses and incentives ? Is it just training ? Is it both ?

Well, decide for yourself. The Nation’s top selling Suzuki Dealer must have been paying attention. After a few minutes of studying their website (with eyes of a new customer) … they sold me. They have made fun of the stereotypical “sales shark” and their customers have responded. “No commissioned salespeople are welcomed here.” http://www.suzukiofwichita.com/

Why does all this work at Suzuki of Wichita ? They started with hiring personnel with no previous car sales experience and no bad habits. In addition, the Dealer and Managers are hands-on, with continuous training provided a few minutes every day.

When you view the contents of the Suzuki of Wichita website your first response may be “well that is all great for a Suzuki store, but it will not work in a highline dealership.” Okay, but maybe one should consider giving salespeople the option of a salary plan or a commission only plan. As Continuous Improvement Sales Training plans and processes are installed, new salespeople are started on one plan and graduate to the other. However, as salaried salespeople are trained, monitored tasks must be accomplished every day and every week that will generate sales. Management must continue to train and coach them to succeed. We want to start creating a career oriented Sales Team for Life that is focused on creating Customers for Life. So let’s train and pay them to make that happen, with a competitive salary to start.

I have never been to Suzuki of Wichita and they are not my client … but they have confirmed the point of this blog. Take a look … the elements of their successful model will work for you.

“This old style of Management … you cannot, any longer, get by with it … the responsibility for quality service lays at the top … your people are doing their best … putting in hard work without knowledge … there is no substitute for knowledge.” Dr. W. Edwards Deming, PhD.

Developing Top Performing Sales Superstars

Are Top Sales Performers Made Or Born?

Craig Lockerd — Thu, 09 Feb 2012 17:00:57 +0000

This is a very interesting question and one that I will answer with scientific fact, but first let’s look at the two different sides of this debate. When you look outside of sales at the likes of Lance Armstrong, Muhammad Ali, Jerry Rice and even Tiger Woods (pre scandal) you see performances that are so far beyond their competition you can’t help but think they were born with the right DNA. This is how most corporation hire, they hire for talent. They look for the best and the brightest using a predetermined formula from past hires. Afterwards, little or no training is offered.

Then there is the side that believes top performers are created; that they are molded and developed. Much like a sculpture looks for the best clay, a company looks for the desire and motivation to succeed then molds them into top sales performers through ongoing training, development, and mentoring.

Obviously one takes more time than the other and more commitment from the employer but which one results in top performers more than the other? Through the work of academic researcher K. Anders Anderson and years of studying the top performers in a variety of different fields it was concluded that top performers are made far more often than they are born. The differentiating factor? Practice.

So, in light of this scientific evidence, that top performers are made and not born, what are you doing to develop your next sales superstars?

Developing Sales Performance

Plan For Productivity, Expect Results

Everybody has a different learning cycle, with each person at a different spot in that learning cycle. You have to ask yourself if this person will be groomed for possible promotion later and if they need to be developed for higher productivity or corrected to address performance concerns. Also, decide what the object of the coaching is, is it to motivate, expand responsibility or to increase performance?

From there develop a plan of action answering the above questions. Keep your coaching consistent and on track, write down goals and stick to them. Remember, top performers are made not born.

Also, don’t write the plan on your own; in order to get buy in you must do it together. Why? Because employees that are included in creating their development plan feel empowered to achieve more. We all like to feel as if we are in charge of our own destiny.

Development Coaching

Always keep in mind what your ultimate goal is, to help your new hire grow into a top performer. This is accomplished through dedication and should be one of your most important priorities. As a coach try to avoid telling people what to do, instead help them choose the best route to meet their objectives. Coaching should be a discussion, one that will leave your sales person feeling empowered.

Remember, your ultimate goal is to bring out potential, that’s how top performers are made. Ask searching questions, offer constructive feedback and encourage self-enlightenment to bring awareness to their own strengths and weaknesses. Then, help them to build upon their strengths and weaknesses in order to create new skills, so that they can take on more challenges.

Review, Feedback and Follow-Up

Remember, there is never an end to the coaching and the development of others. Growth needs to be constant or your employees run the risk of becoming stagnant, which leads to under-performance. Follow-up consistently, give feedback and review performance… consistently.

Qualities Of A Good Coach

High Expectation – A good coach has high expectations of the people they’re developing.
Interest In People – A good coach is interested in other people and their success.
Ability To Prioritize – A good coach knows how to prioritize for the optimum growth of their trainees.
Belief In Potential – A good coach has unwavering belief in the potential of the people they coach.
Good Listeners – A good coach understands that the best way to coach is to have an ongoing discussion with their trainee, they must be good listeners.

What other qualities of a good coach can you think of?

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