Sales managers and leaders are often given the role of players / coaches & # 39; But rarely are new managers prepared for this project.
I do not mean individuals who move into an organization with these abilities, but those individuals who are introduced in their first lead role or move into a new organization with its first real role in managing and training the salesmen.
During the interview, the recruitment team will ask for examples of training. They will look for evidence of previous training methods and experience. They will look at how individuals could override the role of individual contributors and move to leading peers or affect interdisciplinary teams.
But I believe it's an important issue. Without the leader, there can be a training style and clearly defined expectations for both & # 39; time training & # 39; and an estimated feedback session will always be an uncertainty. The coach can or can not explain the process clearly. The team coach can find value in the training. Otherwise, they might find that the effect a leader is trying to apply is to meet & # 39; and provide little value. This is especially true when the leader solves a problem for the sales group.
Early in my career, I got the opportunity to be trained by some good people at IBM. The training method I learned became the basis of all the training systems I learned and suggested to my style. Like I've found a sales team. – either as a leader or as a consultant / temporary leader I have always shared this methodology with my team. This clarity – clear expectations and focus on solutions rather than teaching – makes me as leaders and staff understands that I will always be able to share and solve problems. But I will not always be the one who solves it.
This system – Objective: Reality: Options: Want – Allows the leader and employee to understand understanding of expectations in training work.
Simply put this system is broken down as follows.
Goal: What is the goal of training situations? What are we trying to solve? The key here is together. This is not the employee to put down a problem on Leader. It is not a leader who makes a ruling and let the salesman figure it out himself.
Activity: What does the environment * really * look like the current situation. This is the time for complete openness and integrity between the seller and the Leader. As leaders, we need to practice active listening without judging or teaching and seeking to help people develop analytical and local awareness skills. The skilled man must be cruel honest with the current situation. It's time to share good, bad, ugly and surprising situations. The employee needs to be good enough with his leaders to be ready to share everything. The leader must be willing to listen, make comments for further clarification and focus on the situation – not the actions (or trade) of the sales group.
Or often the training methods break where the leader responds to information by enticing or belittling the salesman who should have known better. It is important that training is not a debate on performance. It is a way to help people build talent and enforce their program and program. There is a way for us to share wisdom, join groupthink and build strength in our teams rather than create a department.
Options: This is where there is an open relationship between the seller and the managing director. As leaders, we need our team members to provide a list of possible solutions to discuss. Are you looking for a team member to have all the answers? No of course not. However, we are looking for the sales representative to own ownership of the solution and have thought about some possible answers to the current case. When viewing these solutions, free flow of ideas should coincide with both parties who analyze and evaluate and enhance the solutions in a nonjudgmental way.
Will: The last step in the process is one of the commitments. Who is the vendor willing to commit to action? What assistance is needed to implement the possible solution? What checkpoint will be built in to lead the leader (who is now fully informed about the situation)?
This simple method – GROW formula – can be used by leaders at each level in an organization to promote a connection and unified approach to problems. Days expecting our team members to solve all problems for their leaders or team members to copy and run & # 39; issues on their leaders have long passed. Together leaders and team members can solve problems – but only if they trust each other and are open to sharing and learning from a situation. At that point, the whole organization must enjoy this GROWth.