Leveraging
Human Capital
"Developing"
vs. "Training"
By Chuck
A. Reynolds
|
Global
change is driving the need to improve performance, in order
to compete.
With respect to the rate of change, former GE CEO, Jack
Welch, once said "If the rate of change outside of
an organization (or individual) is greater than the rate
of change within it, the end is in sight for that organization". |
|
The question is: "How
do companies and managers improve the performance of their people
??"
"Nobody
gets in good physical shape with only one visit to the gym."
Nobody becomes an excellent
golfer with only one golf lesson. Similarly, with respect to
improving sales results, or management effectiveness, a single
"training" session will not have sustainable impact
on performance.
Are you aware
that North American organizations spend an estimated $50billion
annually on performance related improvement without much
measurable job related results? People
development should be an investment vs. an unnecessary expense.
Think about
it. Development should cost your organization nothing. It should
result in "saving" or "earning" your company
revenues or productivity otherwise why consider it at all?
Your objective is to improve performance
results not to spend budgets on the activity of "training".
Development is part of the route to taking you there, not the
end result.
Some "training"
companies or trainers will treat you as if the "training"
is the end result (It made them money, but failed to
enhance your results). A distinction
must be made between "training"
and
"development".
Some companies want to improve results
and they turn to a "trainer" to get them.
The trainer
then proposes a seminar that lasts a day or two and promises
to cure ills. People enjoy the seminars, the trainer gets paid,
however, a year later the ROI
(Return on Investment) is not
there.
This happens often.
The company blames the trainer and says "next time we’ll
bring in a different trainer to attain results." They then
go through and repeat the same mistake with no change in results.
The question
is, "Will a one or three day seminar, by itself, change
habits that have been formed over several years?"
By
contrast, "development"
takes the approach that in order to achieve
results we must help change behavior.
To do this
we must
- Create
the desire,
- Equip
them with new skills,
- Overcome
old habit patterns,
- Allow
them to practice, and apply them
- Reinforce
and coach them.
- Celebrate
achievement
This process
takes more than a day, but it does
get results.
First,
organizations must strive for a continuous learning process
to achieve results that are sustainable. Secondly, organizations
must equip leaders at all levels with effective
Coaching skills.
In order for learning
to produce results, organizations require a "coaching culture"
to facilitate on-going development. To improve performance,
your people need continuous coaching before, during and after
learning sessions.
Instead of
a short-term training band-aid that produces no results,
partner with your organizational development people or outside
experts for a reasonable period (six to twelve months) to design
a solution process that achieves
results.
Whether it
is learning to golf, play tennis, raise children, develop superior
sales or management skills, the most productive way to
change behaviors for improved results is
commitment to a strategic development process
that combines the elements mentioned above. Successful
leaders are strategically linking continuous learning with their
business objectives to improve performance.
On a scale
of 1-10,
how equipped are your managers in terms of ability to coach
for continuous performance improvement?
Chuck Reynolds is Chief Performance
Officer at Excel Group Development, a North American based Learning
and Performance Development organization that works with
companies to enhance Management and Sales Team effectiveness.
www.GrowingCoaches.com
Developing
the Winning Edge
in
Sales
By Chuck A. Reynolds
| Without
question, today’s business environment is constantly changing.
With continuing global change, competition is relentless.
As a result, managers and sales teams
are under more pressure to "produce greater results
with fewer resources." |
 |
Nevertheless, some
managers and sales teams seem to consistently get superior results
regardless of economic or competitive circumstances. The question
then, becomes, "How can our sales team enhance sales results
against our competition?"
Moreover, "What
is it that distinguishes effective sales teams from mediocre
ones?"
There has been
a great deal of research into sales performance. Essentially
this research can be summarized under two main categories:
- The attitudinal
foundation of the sales rep or manager
- The skills
they employ in selling (or managing).
What is it that
will give your reps the winning edge? In his book, Advanced
Selling Strategies, author, Brian Tracy, refers to the "winning
edge concept."
When a racehorse
wins first prize, it is often double the amount awarded to the
second place horse. Does this mean the first place horse was
twice as fast as the second place horse? Absolutely not.
Many races, whether
it is horses or skiers, require photo finishes because there
are only fractions of a second that differentiate first place
from second place. In essence, to come in first, the winner
only has to be a little bit faster than the one that came in
second place to get twice the reward, if not more.
Similarly with
your sales reps and managers, if your competition’s reps and
managers are slightly better than yours are in their confidence
level and certain key skill areas, they will get more sales
in the market place. When your reps are selling in competitive
situations, they will either come in first and get the sale
(100%) or they will come in second place and not get the sale
at all (0%).
How do we develop
our people in the "key skill areas to increase productivity
and sales?"
Most organizations
have discovered how not to improve managers’ or sales reps’
skills. To get in good physical shape requires consistent exercise.
One visit to the gym does not produce any lasting results. Those
that are serious about getting in good physical condition commit
to an exercise program that involves regular workouts.
Training your reps
or managers for a day or two does not produce lasting results
either. Organizations that are serious about improving sales
skills take a long-term strategic approach with ongoing development.
Skill development programs, when implemented properly, becomes
an investment for increased sales revenues rather than just
an expense.
The first step
is to carefully identify what those key skills are for your
team and industry before. Then, like a personal fitness test,
the second step is to analyze managers’ or reps’ level of skill
mastery in those areas that impact corporate objectives.
Finally, to improve
leadership or sales performance, an organization’s management
must commit to on going development and coaching of their people
in these respective skill areas. This will make the difference
between needless training expense that produces no lasting results,
and investment in ongoing development that produces measurable
returns.
If you want your
thoroughbred horses to win the race, you must invest in their
development. A one-day training of "seven habits of highly
effective horses" will not do it.
Instead of standing
in the winner’s circle, you may find yourself just standing
in manure.
Chuck Reynolds is Chief Performance
Officer at Excel Group Development, a North American based Learning
and Performance Development organization that works with
companies to enhance Management and Sales Team effectiveness.
www.GrowingCoaches.com