Ever thought to yourself, "If only my team members would
complete the tasks that we mutually agreed to in our action
plan."
Most managers have felt this way about certain employees at some
point in time.
Let's face it, some employees have a very hard time consistently
executing tasks that "should" be relatively simple to complete.
So what are the barriers getting in the way of their success?
Actually, there are several types of barriers - but perhaps not
the typical sort of barriers that you may be thinking.
Barriers can be classified in three major categories. Each
category identifies strong barriers that, if not quickly
identified and corrected by the team leader, can negatively
impact the progress of your team. The Three Major Types of
Barriers are: (Hint: Remember A, B, C)
A-ttitude Barriers B-ehavioral Barriers C-onceptual Barriers
Attitude Barriers Every employee must take ownership of his or
her own attitude. A manager is NOT in charge of anyone's
attitude except her own. If an employee has a poor and
non-productive attitude and is not willing to correct it, that
is a personal choice and that person needs to be held
accountable for that decision.
Quite simply, there are too many quality people who are willing
to learn and add value to an organization, for a leader to
invest time and money on anyone who makes the conscious "choice"
to portray a poor attitude.
Keep in mind, if a leader does NOT hold team members accountable
for non-productive attitudes, then he/she has in essence told
the team "it's ok".
Employees’ displaying poor attitudes is NOT ok. A leader should
never allow herself to be seen as "sanctioning" this kind of
behavior.
Here is a great way to communicate expectations about "owning
your attitude" to your team.
Go to any hardware store and buy the largest coat hook that you
can find. "The Hook" will be a visual reminder to your team
members that you expect them to leave any personal issues or
poor attitudes on this hook prior to beginning their day.
(Suggestion: You might want to paint The Hook a bright silver or
gold color, and perhaps even mount The Hook on a nice piece of
stained wood. Hang The Hook in a common area, away from customer
view, where employees will see it often and be reminded
throughout the day about your expectations of leaving poor
attitudes on The Hook - as they do not belong anywhere in the
workplace.)
When you introduce "The Hook", and your expectations relating to
attitude, you might say something like:
"Rest assured, if you each will make sure to leave all your
personal issues on the hook each morning when you arrive, I will
take personal responsibility for guarding it on your behalf. I
will watch over it for you throughout the day, and I promise
that every night when you are ready to return home, it will
still be there - just waiting for you to take it back home with
you. That is my solemn promise to each of you."
Behavioral Barriers
Behavioral barriers equal actions not taken or completed, which
hinder the achievement of maximum results.
Behavioral barriers refer to an employee not completing critical
sales management tasks as expected - despite having mutually
agreed to do so.
Managers spend most of their time coaching to behaviors -
working to increase results of the mid-level and low-level
producers.
Examples of behavioral barriers include techniques, strategies
and skills such as:
Prospecting Profiling Telemarketing/scripting Overcoming
objections Asking for the business Closing the sale Following up
and managing the relationship
Leaders who are very successful in overcoming behavioral
barriers follow this three-step approach in this sequential
order:
- Managers must TEACH employees what behaviors (actions) are
expected - Managers must COACH employees to build their
confidence to master sales management behaviors - Managers must
EXPECT and hold employees accountable for completing the desired
behaviors on a consistent basis
Conceptual Barriers
Conceptual barriers are the absolute most difficult barriers to
overcome.
Conceptual barriers are the barriers that are right behind the
eyes, DEEP within the brain. "Beliefs" which were planted at a
very young age and re-enforced over a long period of time -
which is why they are so hard to "dislodge".
Here are a few quick examples of conceptual barriers:
(Think back to your own childhood. Were you ever taught any of
the following rules?)
- Don't talk to strangers - It is impolite to talk about money -
Never interrupt important people - Wait to be asked
Now think about what you are asking your sales people to do.
- Telemarket (cold call) - Profile/Prequalify based on ability
to buy - Create new relationships
Do you see how many of the things we were taught as children fly
directly in the face of today’s daily sales management
expectations?
It is no wonder why some folks have such a difficult time
adopting certain routine sales management practices. They are
quite literally "handicapped" by a belief system that limits
their potential for success.
As a leader it’s your responsibility to approach performance
issues with a clear understanding of these predetermined belief
systems. Armed with this knowledge you can more quickly address
issues in a way that can help both the sales rep and your entire
organization.
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