The first 90 days for any new hire is critical. It’s your role as their manager to lead them to success.
Recently, I went out with a few people for a meal. It turned out that one of them was in sales. He had no idea that I am a motivational speaker and during the meal we talked about various things but towards the end of the meal this chap (let’s call him Pete) mentioned that he was a bit bored of his job because he has to do the same things over and over.
Rejection in sales isn’t new. The search for the miracle “get past the gatekeepers, talk to decision makers rather than chat to their answer phone, and not be fobbed off in the first minute of the conversation” wonder drug is still being hunted by millions of recruiters and their managers.
I meant to write this blog last month… but you know how it is.
You might think that I’m joking, but sadly I’m not! Why is it that we are all so good at putting off what we need to do, whether it’s at work or in our private lives? The simple answer is that it’s human nature — we don’t like having to do tasks that are not enjoyable or aren’t a priority — but I believe it goes deeper than that.
“Do you come here often?”
“Can I buy you a drink?”
“Do you want to dance?”
“Can I have your number?”
What answers normally follow these questions? Whether you get an air punching YES or a heart dropping NO these are usually the two options offered that follow a closed question.
It’s the magic formula we all wish we had. The ability to turn poor performing consultants into absolute world beaters.
There are some fabulous training tools available that can help us business owners along the way, both online and in person, but if the consultant just doesn’t have “it” in them, it could turn out to be a fruitless exercise and a waste of energy and resources.
So how do we get them to turn around their performance, how do we give them the tools to succeed in both good and tough markets? From my experience it has to be a combination of things
Empathy; it’s a declining trait in today’s workplace and, according to a recent study, society in general. And that’s a shame because in a people-driven environment like the recruitment industry, learning and developing empathic skills can be a huge boost to your client, candidate and colleague relationships.
Over the last 10 years, I have spoken to over 100,000 delegates in over 1,000 conferences. I have read over 1,000 personal development books and spent oodles of money on courses, training and development. I have been lucky enough to meet, interview, and work with some truly incredible and inspirational people and, perhaps most importantly, I have asked myself every day, “What is it that differentiates elite performers from merely good ones?”
My talks, my coaching and my work is based on the answers to this question and any one of these distinctions can help you make more placements and improve your sales.
Are you measuring a compliant Claire…Or a Rebellious Robert?
When making the choice to set KPI’s I would advise you are clear on the reason why you are setting them in the first place. To help the individual, to give direction or to check up on individuals?
Compliant Claire can be compared to Lisa Simpson: ‘nice, willing, compliant, honest and very eager to please. Having a detailed outline of what Compliant Claire needs to do could work well for her…as long the instructions are clear not open to interpretation. Someone like Compliant Claire will need specific and measurable KPI’s so she can ensure she achieves them.
I am not going to pertain to know all the answers. I’ve made plenty of mistakes, but I’ve learnt from them and tried not to make them again. Here’s what I’ve learnt about effectively running and managing a recruitment business