I’m sure we all know somebody who plays sport for fun and tries to improve their game with free online coaching resources. Every possible bit of advice you could ever need to improve your game can be found on YouTube.
So with all this free and knowledgeable advice, how come golfers everywhere are still slicing, pulling and shanking shots? Why are tennis players across the globe serving long and mishitting volleys into the net?
Talent, of course, is a factor. So is looking for shortcuts to performance improvement. A friend of mine watches golfing tips on YouTube after every bad round (believe me, that’s a lot of videos watched). “I think I’m probably getting too steep on my downswing,” or some such nugget is identified as the cause. Next round, no difference.
The problem with all this free online coaching is that it isn’t really coaching at all (and this is where it becomes relevant to the work we do to help companies win more bids).
What’s presented is a generalised view. Most golfers with a bad slice tend to do this… See how Federer hits a forehand passing shot...
Good coaches look at what you’re actually doing. They normally identify small changes to your natural style that will have the maximum impact on performance. They give you drills that you can practice to ingrain those changes. As a result you get real, measurable performance improvements.
And that’s pretty much how the Bid Coach team works.
With presentations we don’t aim to turn you into everyone’s idea of a charismatic presence. We look at your natural communication style and identify practical ways to make it more persuasive, while still being ‘you.’
With tender submissions we don’t aim to impose model answers to questions. What you submit has to be authentic and representative of your organisation. We’ll look at your draft response and suggest improvements: maybe use more active language, rearrange it slightly to cover the customer’s main issues first, add a couple of bits of key information so the customer can see that you really understand their objectives.
With competitive dialogue and behavioural assessments we provide an environment where we can observe how you handle the challenging situations these processes throw up. We then give targeted advice so you can focus on changes that will have a significant impact on performance.
We know that this approach works by analysing bid feedback from procurement teams. In the areas where we’ve worked with bidders they consistently outscore other areas of the bid and the competition.
It works because we follow the fundamental rules of good coaching: building on the strengths you already have and adding specific skills and techniques so you can see and experience the improvement. This gives you positive feedback and the confidence you need to go on improving.
Adversity is always a learning opportunity, so they say. In which case the recent blast of icy weather gave us plenty of chances to absorb some valuable lessons.
Comparisons also help us understand where we stand in relation to others. As a bid coach I also can’t help reflecting on parallels between how snowstorms affect the UK compared to other countries, and the performance of well and poorly prepared teams facing the challenges of a bid interview or behavioural assessment.
Let’s use Denmark as a comparison. Here they routinely deal with snowfall and temperatures on this level without loss of life, travel chaos, interruption to vital services and legions of stranded motorists. There are five key areas where their approach differs from the UK. These factors are highly relevant to the tender process.
To misquote a line from the Monty Python film ‘A Life of Brian’ “What have consultants and external resource providers ever done for us?”
I’ll answer that question with a story. Imagine you’ve been shortlisted to attend an interview by an important prospect. Time to bring your ‘A’ game. So you assemble a strong team. They all have experience of interviews, presentations, and question and answer sessions. They’ve had success in the past.
Just to make sure, you put up one of your most senior and experienced directors to demonstrate how important the contract is to you. They have the ‘clout’ and credibility to make an impression and talk about the strategic importance of the client and the contract.
I have many years of senior sales and account management positions.
This experience taught me how to interpret exactly what clients are seeking, and what they need and expect to see and hear from the successful bidder. We draw on this experience to give your team an additional competitive advantage by building on their existing strengths while improving their team-working and self-awareness.