Who’s Right for Sales?

We have an employee who we think, perhaps, is the wrong fit in sales — or is it too early to tell? Should salespeople have more experience? (Fortunately he’s doing well in account management.) What should we be looking for in a salesperson?

THOUGHTS OF THE DAY:  Should you hire for experience or train from the bottom up? When it comes to sales positions, there is no one size fits all. Account management can be a great starting position for people who want to go into sales. Does your candidate want to go into sales?

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Performance Reviews Essential for Progress

First line supervisors are definitely deficient on how to do reviews. Because of that some employees don’t get proper feedback, don’t get the recognition they deserve, and might feel disgruntled or overlooked. We need to deal with this now before anyone leaves for the wrong reasons.

Thoughts of the Day: Reviews are an essential communication tool, used to make sure employee, manager and company are all on the same page. Reviews should not be a surprise. Make sure that supervisors understand their responsibility for providing regular written feedback to all of the employees who work for them. Structuring how reviews are done will make it easier to teach entry level supervisors how to do them.

In reality, employees are getting feedback all day long. Do this, don’t do that. Try it this way. Take a risk. Don’t step out of bounds. It comes from all directions, some positive, some negative, some recognizing and some criticizing performance. Employees can easily get confused and wonder exactly where they stand.

It’s helpful for both employee and supervisor to take time periodically to sit down and more formally discuss how things are going. Using a written format increases awareness and retention. Using a review to also document goals going forward can give supervisor and employee a go-forward picture of what’s expected, and something to look back upon down the road.

Reviews can help identify and clear up misunderstandings. They can become training tools. Doing regular reviews helps the company better understand the depth and potential of its current human capital pool. Done well, reviews can enhance personal, team and department accountability and responsibility.

It’s important that employees receive constant feedback, both positive and corrective. Continuous dialog between supervisor and employee helps to insure that employees know what to do, what’s acceptable, what to fix, and what their current work is leading towards.

When it comes to review time, supervisors common fears include giving out bad news and dealing with confrontations. If supervisors are on top of their day to day feedback to employees, there shouldn’t be any surprises come review time. The goal of a review is to confirm what supervisor and employee have been working on all along.

Some supervisors will make the mistake of thinking that because they are constantly giving their employees oral feedback, there’s no need for a written review. The written review is essential. It confirms that both supervisor and employee are working with the same information. Reviews are a chance for employees and supervisors to review and update feedback that’s been handed out over time. Written reviews can also be used to inform managers who may be looking for internal recruits, to build company training programs, and to identify talent strengths and weaknesses throughout the organization.

Once reviews are done, make sure each employee has a list of go-forward actions to work on. Develop a training plan for each employee and for the company overall. Include internal and external training and development programs, reference how well they were used in the next review cycle.

Build a uniform format that everyone in the organization has to use to conduct reviews. Make as much of it in check off format as possible. Ask employees to provide their input and match that to supervisor input to see if there are any discrepancies. Give supervisors a chance to review employee input before having to meet with employees. Prepare written instructions for how to fill out the forms.

Set up training classes and require all supervisors to attend before conducting their first reviews. Include experienced managers who have been hired from the outside; they have to learn about your company’s practices when it comes to doing reviews. Allow time for supervisors to practice during training sessions to increase their comfort and effectiveness.

Set a schedule of what reviews need to be done by when, and who will be doing them. Assign the responsibility for tracking review progress to make sure that each supervisor and employee is on track. As an owner, reinforce the importance and quality of your company’s review process: do reviews regularly with your own direct reports and get feedback on how they view the process. Ask employees for input on what else they would like to have discuss or have happen.

Looking for a good book? The Essential Performance Review Handbook: A Quick and Handy Resource for Any Manager or HR Professional, by Sharon Armstrong.

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Engaging Employees in Order to Get Feedback

Employees may speak more freely when the Owner isn’t in the room. Or they may play safe and keep silent altogether. Dealing with employees is a never ending struggle for me as a business owner. When things go wrong I’m least likely to get honest feedback – just when I need it the most.

Thoughts of the Day: Communication is a 2 way street. Deal with the frustrating situations, so you can get them out of the way. It takes time and practice to build a culture of open, constructive feedback. Sometimes it’s hard for owners to accept criticism. Sharing information openly with employees is a good start. Find a major payoff through idea sharing, collaboration, and engagement.

Most business owners are as uncomfortable with silence and anyone else. They rush to fill the quiet spots, thinking people are waiting for them to provide information and guidance. Could be that people are only waiting for a pause so they can get a suggestion in edgewise.

Make sure that you allow employees to put in their two cents. Look the person you’re talking to in the eye. Practice patient stillness. You’ll find it only takes a few seconds for someone else to jump into the discussion.

Acknowledge that you heard what someone had to say by playing it back. Try repeating the last word as a question. Or, ask them to keep going, to clarify, to expand on the thought. Do it with a smile and a nod of the head.

Recognize that because you’re the boss, people need to be encouraged to speak up. And they need to know that if they express an opinion, they won’t get in trouble for it. If you don’t like what someone has to say, bite your lip instead of snapping back with a contradiction. Sleep on it before responding.

Ever felt stuck, frustrated, unwilling to get on board with something? Be honest with yourself. It’s a common reaction.

Without an opportunity to have a say, it’s hard to be in a positive frame of mind. It’s normal to want to walk away and not be involved. That happens to employees all the time, as they wish to be heard and get frustrated when they’re not.

Reading about South Africa’s experiment with the Truth and Reconciliation Commission, led me to some observations about how to engage people in working through difficult circumstances. Encourage:

  • Accurate and complete sharing of information
  • Impartial conduct of hearings when problems arise
  • Accountability
  • Inclusion of all parties in economic advancement and political power sharing
  • Follow up designed to move people from airing grievances to planning a way forward together.

Share examples of when employees told you not to do something and they were right. Talk about how their taking a risk to stand up to you helped the company to succeed. Show people you can accept being wrong.

Make it safe for people to bring issues forward by allowing them to be heard without rebuttal. Practice saying thank you when the news delivered is critical, even when you don’t think it’s well deserved. If the employee is wrong, take them aside and discuss the issue one-on-one.

Speak to employees as grown ups. Treat each person with respect, honesty and dignity. Give them information they need to do their jobs. Let them sort out the details and learn from their mistakes.

There are significant payoffs to the company for getting employees to provide honest and open feedback. Here are just a few examples: lower turnover, better payoff for training budgets, higher output for similar paychecks.

Employees who are heard are more likely to engage and collaborate. Recognition for speaking up reinforces the behavior, leading to greater degrees of risk-taking contribution. People start looking for the next opportunity to step up, going from avoidance to garnering additional recognition.

Looking for a good book? Try… It’s OK to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need, by Bruce Tulgan.

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Irreplaceable? Think again…

When I hire people, after awhile many of them get comfortable with their jobs. Even worse, some of them come to think they’re untouchable. I know they’ve grown into important roles, but that kind of attitude isn’t good for the company. What should I do?

Thoughts of the Day: Build an organization of team players by giving people goals and challenges. Remember, no matter how key an employee may seem to be, everyone is replaceable. Use regular reviews to tell people where they stand. It all comes down to what you’re willing to accept, and whether or not you’re willing to make and enforce demands.

A team of employees focused on a common goal, working together to understand and overcome a set of challenges, can accomplish substantially more than any single individual. Assign all employees to teams. Look for opportunities to have people overlap duties and back up other positions.

Target the people who are isolated, either by job function or by personal choice. For starters, ask them to join a group project, with a clearly defined goal and a leader who is good at including team members. Make it clear that part of their performance review is based on how well they perform as a team member. Ask the team leader for regular updates. If necessary, provide one-on-one counseling to the people you’re working to turn into collaborators.

Sometimes you may run into a fit issue: as in, the persons you’re counseling are having trouble fitting in as productive team members. Document the work they do. Start cross-training others to do some, or all, of their job. Keep in mind that your responsibility is to the company overall. With enough documentation and cross training, even key players can be replaced.

Meet individually and explain that sub-par performance on a team could get in the way of making progress in the company. If behavior is especially disruptive, or if you’ve been through multiple counseling sessions and there’s no real progress, make sure that person knows that they could be facing consequences up to, and including, termination, if they don’t shape up. Don’t be subtle at this stage. Make sure the message gets across.

At the same time that you’re telling people they’re in trouble, post their jobs and look for potential replacement candidates. Many times managers and business owners hesitate to draw the line with disruptive or uncooperative employees because they fear no one else can do the job. Looking for replacements, and training others to do some, or all, of the job will give you options.

In general, it is wise to conduct reviews with people once or twice a year. Try to keep people on their toes by finding the balance between giving them new tasks to master, and allowing them sufficient time to get good at existing assignments. Everyone should have a mix of some new things to learn, some things they can do really well, and a bunch of things that they’re working towards mastering.

Set the tone for the company as you conduct reviews. Give people realistic stretch goals. Put it in the context of what the company has to achieve in the upcoming year, and how their success at mastering new goals is essential to that progress.

Make time to review company results, and to plan out what’s needed for the company going forward. Make it your job to demand excellence from everyone around you, starting with yourself. Create a culture of accountability, responsibility, and striving to achieve.

Limit the time you spend with marginal performers, energy suckers, and self-serving individuals. Recognize and reward the people who perform in an atmosphere of collaboration, cooperation and acting in the best interests of the company. Give them 80% of your time. After all, the team players are your future.

Looking for a good book? Try HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business, by Martha Finney.

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Acknowledging the People Who Make it Happen

Things have been getting busier. That’s a good thing. However, I find that when we get busy we forget to acknowledge the people who are making it happen. Any suggestions on how to keep that top of mind, and use it as a tool to motivate everyone to achieve greater results in the upcoming year – we sure could use the push!

Thoughts of the Day: Acknowledgement is a powerful tool to motivate behavior. Make sure it’s honest feedback. Schedule time to review performance and recognize results. Help everyone to stay focused on their ability to contribute.

Build a positive culture. Make sure that what you stand for is what you’d want written on your tombstone. As you look around the company ask yourself:

  • Are my people truly happy doing what they are doing?
  • Do our suppliers and customers mirror our positive outlook?

Then move on to a rigorous personal assessment:

  • How does my attitude influence everyone around me?
  • What can I do to build an upbeat environment by realizing that employees, customers and vendors all strive to benefit each other?

Finally, ask about recognition systems:

  • Can my people trust that their efforts will be appreciated?
  • What can I do to make people more comfortable giving positive feedback?

The answers to these questions will speak volumes about how well your company does in the acknowledgement department.

As CEO you have tremendous influence. The tone you set leads to more of the same. If you are always criticizing, always looking at the down side, your people will pick that up and mirror it. Regularly recognizing people when they do their best can lead to an environment where people stretch to do their best consistently.

Start by giving credit where credit is due. No company would be where it is if the only person working in the company was the CEO. Give people positive feedback they can build upon by noting their efforts to do a good job.

Don’t overlook problems. Pose them in the context of, here’s what you’ve done right, here’s what I need you to work on next, I’m confident that given your successful performance on other tasks that you’ll be able to master this one as well. If someone is struggling, figure out if they should be in the job or if they should move on. Don’t spoil the mood in the company by tolerating poor performance and then being frustrated by what you see.

Acknowledgement isn’t just something you do while walking around the company. Set up goals and reports to review performance. Look for specific examples of where people achieve results. Revenue, service levels, profit and productivity are easy to measure and recognize.

Have a monthly meeting where you go over reports, hand out gold stars, and thank people for their contributions. Ask managers to share specific examples at company meetings. Teach all your employees how to give acknowledgements. In addition to recognizing performers, use job-well-done examples to teach other people what you’re looking for.

Each day make a list of people you’ve observed doing good work. Send out thank you notes. Each week spend time walking around, observing and commenting on the good things you see happening. Also make notes on things that need improving, in the context of, “Now that we’ve achieved x, it’s time to work on y.”

Encourage people by showing them the upside – the appreciation that goes with a job well done. Reward people when they take initiative by making them shining examples in front of their peers. Make sure that your employees, customers and vendors all know how much you value them.

Looking for a good book? Grateful Leadership: Using the Power of Acknowledgement to Engage All Your People and Achieve Superior Results, by Judith W. Umlas

 

Want to print this article? Acknowledging the people who make it happen

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