Sometimes the new Plan “B” is even better than the old Plan “A.”  I was working with a large customer service center training their service reps to transition from reactive “order taking” to using a more proactive “solutions” approach with their customers.

To insure that the skills taught in class will stick long-term, I planned to train the supervisors to provide the necessary post-workshop coaching. Not this time. The center’s manager informed me that there was “no way” he could afford to have his supervisors leave the floor to attend a training class that day.

Clearly, this was the time to implement Plan “B.” Trouble was — I didn’t have one. That’s when I saw the opportunity to put my favorite quote from management guru, Peter Drucker into practice:  Even in routine work, the true expert is the person who does the job. I decided to train a team of “peer coaches” to fill the void.

As it turned out, these talented reps did a phenomenal job of helping their co-workers apply the skills presented in class. In fact, that team of Peer Coaches turned in better results than many supervisor teams. I was so impressed that I integrated Peer Coach Training into my standard Consultative Service curriculum.

9 Tips for Creating an Awesome Peer Coaching Program

1. Select the right people.
Some of the traits I look for when selecting Peer Coaches are: a positive (glass is half-full) attitude, consistent above-average job performance, emotionally mature, self-starter, respected by co-workers, team player, eager to try something new, a quick study, and a True Believer in the approach they would be supporting.
2.  Create an application process.
Generate a positive buzz right away by asking reps to apply to be considered as a Peer Coach.  I ask candidates to write 250 words or less on why they believe they’d be an effective Peer Coach and submit their essay by a certain date. If they miss the deadline or submit a less-than-convincing essay, I take them off the list of potential candidates.
3. Encourage good people to apply.
Many of the most effective Peer Coaches needed to be encouraged to apply. Conversely, some of the least effective Peer Coaches clamored to be considered. Avoid selecting the “usual suspects” and playing favorites.
4. Train them well — include lots (and lots) of practice.
To be successful the new Peer Coaches need to not only learn coaching techniques but learn how to make the tricky transition from being a peer to coaching their peers. Practice (and then practice some more) likely coaching scenarios until they feel comfortable. Don’t skimp on training. The more prepared your Peer Coaches are, the greater the likelihood of success.
5. Coach the Coach
It is a mistake of assume that if they went through the initial classroom training that the Peer Coaches have been “trained.” The real learning occurs when your Peer Coaches apply what they learned. Debrief your new Peer Coaches throughout the process, particularly in the crucial first three days.
6. Help Peer Coaches gel as a Team
The most successful Peer Coach teams are those that take ownership. These teams learn to listen to each other and take the initiative to solve problems on their own. Ideally, the Peer Coaching team should function without constant intervention from  management.
7. Capture the Lessons Learned.
Consider the first round of Peer Coaching a learning experience. That is the perfect time to get the team involved in documenting “best practices.”
8. Rotate membership.
Measure success of the Peer Coaching program in two ways: 1. By meeting the goals and objectives. 2. Other service reps are eager to become a Peer Coach. Keep it fresh by changing the line up periodically.
9. Celebrate success.
Give the Peer Coaches the recognition they deserve for stepping out of their comfort zone and trying something new. For many, it took an enormous amount of courage make the leap.

If you are a manager thinking about creating a Peer Coaching program, I offer two pieces of advice: First, make it clear that the program is crucial to the center’s overall success and has your wholehearted support. Second, insure against mediocre results and failure by committing the time, and budgeting the funding that is necessary for success.

If the project fails, it will be many years before you can resurrect the idea. As the saying goes: “An elephant never forgets.” Employees’ memories of a failed project can be almost as long.