The Hunter/Farmer Paradigm Is Dead: How a New Breed of Sales Professionals Can Change the Game
Sales leaders are realizing that the single-handed gunslinger approach no longer wins in today’s sales world. Today’s economy demands that you leverage all of your available sales talent by helping your sales reps both farm and hunt productively. Register to Attend this Webinar.
You will learn how to:
- Elevate your team’s performance by moving beyond the Hunter/Farmer model
- Create a well-documented, effective sales process to be used by everyone in every sales call
- Provide training focused on the specific sales skills that have the most impact on sales performance
- Immediately and permanently transfer newly taught skills into consistent field success
Day: Thursday, September 24
Time: 1:00 PM – 2:00 PM EDT
About the Webinar Leader
Duane Sparks, author of Sales Strategy From The Inside Out
Are You Serious About Getting Your People Saying “Thank God It’s Monday” AND Growing with Profits Again?
It’s crippling. One out of every three payroll dollars is lost due to disengaged employees–and that makes it not fun or easy for managers and leaders who are held accountable to make a profit.
Just how many people are no longer having fun at their job and have instead become disinterested and passive workers? A startling 71 percent of people under the age of 30 plan on looking for a new job after the recession, and more than 60 percent of everyone else plans to do the same. Whoa!
Bad news for job lookers–it’s not better out there! In other words, you better figure out how to make it work where you are.
So enough already! This year has been too crazy and hard and, to add insult to injury, most businesses didn’t make any money. All work and no profits is NOT what you signed up for.
Let’s put the fun back in the workplace. Now I’m not talking about ice cream socials and clown noses. I’m talking about a results rule workplace where people know they rock. Now THAT is fun!
In fact, the research shows it’s not goofy things that make people happy. People are happiest at work when they are kicking butt and taking names–winning at what they do.
So clearly, this recession has made it not so very fun for many people.
What if you could find a system–a proven system that has taken hundreds of organizations from struggling to success and can replace the fun in the workplace that the recession took away?
What if this system created an environment so that people would “get to” come to work instead of “have to”? What if it worked for companies in the top five percent of their industry as well as those struggling? What if both could grow and profit and get their people moving in the right direction? And, what if you could meet your numbers using this system EVEN if the economy continues to stir up trouble?
Well you can… mark your calendar for October 6-7, 2009 to participate in the Lead The Transformation™ Seminar. To find out if this is right for you or to reserve space for your team call, 1-800-236-5885 or email Info@EmmerichGroup.com.
When: October 6-7, 2009
Where: Minneapolis, MN
Who: Not just your executive team, but also your movers and shakers who get things accomplished, so you can go back to your organization and get major results happening now.
Find out how you can attend this event for FREE! … a $997 value! Click here to get the details now!
Management Observation Program Best Practice 5 – Observation Training, Grading, and Quality Assessments
Management observations profoundly influence the behaviors of those observed. Done well, this tool positively reinforces desired behaviors. Performed poorly, this tool will undermine the management team’s credibility and fosters cynicism towards managers and their performance standards requirements. Therefore, it is critical that those performing these observations do so in a consistent, high quality manner.[wcm_restrict plans=”41915, 25542, 25653″]
Shaping manager and supervisor behaviors is no different than doing so for individual contributors. Leader behaviors must be observed and constructive feedback provided to reinforce desired action. In the case of management observations, this can be achieved through observation performance training, grading, and quality assessments.
Observation training ensures new managers and supervisors understand the organization’s performance standards and can acceptably execute a management observation. This training should consist of the individual study of organizational performance standards and management observation program execution guidelines followed by an observation performance demonstration and concluded with a written, oral, and observation performance evaluation. Foundational management observation performance competency is established once the examination is passed.
Grading observations helps reinforce the ongoing quality standards set for management observations. Established criteria provide benchmarks against which each observation is assessed. The final grade is often used as a weighting factor against the observation’s quota count to further reinforce quality standards.
Overall health of the management observation program should be periodically assessed to ensure effectiveness; observation quality being a key component of such assessments. Direct observation of management observation performance should be included as a part of this assessment to further evaluate observation execution quality and feedback. The results of the management observation assessment should be shared with all managers and supervisors in the spirit of helping them improve their own performance.
Note: The names of the managers and supervisors observed should be withheld from the business performance assessment report.
Final Thought…
For the individual contributor, the management observation program is a primary indicator of management’s commitment to established performance standards. Any fault in observation performance will be viewed as acceptance and even endorsement of below standards performance. If not fully prepared and capable of performing the highest quality observation, then no observation should be performed at all.[/wcm_restrict][wcm_nonmember plans=”41915, 25542, 25653″]
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Leadership Inspirations – The Difference Between Might and Right
“Might does not make right! Right makes right!”
T.H. White (1906 – 1964)
English author best known for his Arthurian novels including The Once and Future King
“Power is not sufficient evidence of truth.”
Samuel Johnson (1709 – 1784)
English poet, essayist, moralist, novelist, literary critic, biographer, editor and lexicographer described as “arguably the most distinguished man of letters in English history”
“Just because you can doesn’t mean you should.”
Unknown
StrategyDriven Podcast Special Edition 20a – An Interview with Gary Cohen, author of Just Ask Leadership, part 1 of 2
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Special Edition 20a – An Interview with Gary Cohen, author of Just Ask Leadership, part 1 of 2 explores how leaders can enhance their organization’s alignment and accountability through question-based leadership. During part 1 of our discussion, Gary Cohen, Partner and co-Founder of CO2 Partners and author of Just Ask Leadership: Why Great Managers Always Ask the Right Questions
- quantitative and qualitative benefits realized by those using question-based leadership
- how question-based leadership drives organizational alignment and accountability
- importance of identifying the decision-maker for a given situation
Additional Information
In addition to the invaluable insights Gary shares in Just Ask Leadership
Final Request…
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Thank you again for listening to the StrategyDriven Podcast!
About the Author
Gary Cohen, author of Just Ask Leadership
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