During my career I've had the pleasure of associating with a number of CEO's who have demonstrated track records of growing their companies over time surpassing industry averages, i.e. gaining profitable market share. Of course, it's not a revelation that they share common traits. They see "learning as a competitive advantage" and one of the common learning methods is through the utilization of advisers, consultants and coaches. Coaches in particular ask relevant questions and impart knowledge and, in the process, provide accountability and discipline.
These CEO's are always on the prowl for knowledge and willing to pay others to provide it. They are smart people getting smarter through a commitment to self and employee improvement. When presented with a new idea, they immediately look for the good versus finding fault. Their egos tend to be socialized as opposed to self centered; all innovations don't have to be their own. They are inherently curious and encourage others to speak out; they are quick to compliment.
The CEO of Starbucks was once asked to what did he attribute the companies success? His answer was essentially - "I hire people smarter than me and let them do their jobs"
Bill gates turned the Microsoft reins over to Bruce Balmer and also spends two full weeks per year behind closed doors reading, thinking and learning.
Tiger wood's use of coaches is celebrated. He has won for more often when working with Butch Harmon and Hank Haney than when going it alone.
Michael Dell employs a number of coaches. "Start with smart people and keep them smart" is a quote.
And from Verne Harnish, founder of Gazelles International and author of "Mastering the Rockefeller Habits - What you must do to increase the value of your growing firm"
LEARNING + COACHING = GROWTH
Thursday, June 5, 2008
Sunday, June 1, 2008
Salesperson Hiring Mistake Thoughts
In recent weeks, I've discussed salesperson recruiting with CEO's and senior sales executives of four successful, well managed, profitable companies ranging in size from $4million to $1billion. When the conversation turned to salesperson recruiting, they all expressed frustration and lack of confidence. In two of the larger companies, the success rate was estimated at 50%, with the executives knowing that the mistakes were costing $millions per year in cash, time and lost opportunity.
Why is it so difficult to hire and retain sales winners . . . what's the root cause?
Why is it so difficult to hire and retain sales winners . . . what's the root cause?
The answer may be reflected in the answers to questions listed below I've asked hundreds of smaller to mid-sized company executives who have attended my "How to Avoid Costly Hiring Mistakes" seminar.
- How many believe impatience is the number one root cause of hiring mistakes? Over 95% have agreed
- How many of you enjoy recruiting sales people? Fewer than 5% claimed to enjoy the process.
- How many think you're good at it? Fewer than 5% believe they're any good.
- How many religiously follow a well tested, disciplined sales recruitment process including testing? Same kind of response as above.
Given a widespread distaste for recruiting salespeople, the lack of confidence in the ability to succeed and absence of a process, is it any wonder that so many mistakes are made?
So what's the solution?
In my opinion, the solution at least is grounded in a disciplined process, which includes testing, followed every time . . . no exception. A process will significantly reduce the risk of impatience taking over, which often causes the decision to be based purely upon liking the person and, in reality, nothing else.
For those interested in digging deeper toward finding a problem solution, I suggest following the link below to a white paper on the topic by Dave Kurlan.
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