Everything's Changed ... Have Your Managers?

Everything’s Changed … Have Your Managers?

Which 2 vital daily behaviours do the most successful Sales Managers focus on?

·?????Hiring the best people

·?????Getting the best out of them

?Which 2 vital behaviours are most frequently sacrificed for an urgent proposal here, an important internal meeting there, or some other firefighting or act of arson requiring the manager’s attention?

·?????Recruitment

·?????Coaching

If you hire the right people, provide them the support, the tools and clear direction they need to get the job done, it’s remarkable how many management problems never happen. They disappear. Whoosh! Gone. A non-happening.

Your Eyes Won’t See When your Imagination Is Out Of Focus

When the octopus said, “The water’s lovely today”, what did the fish say?

"What's water?"

The fish is as unaware of the water as we are of the air around us. We definitely notice when it’s gone or tainted.

The hidden costs and consequences of repeated bad hires have a toxic flywheel effect over time that suffocate our performance. Habits, processes, traditions that go unchallenged grow stale and in time, begin to cause harm.

Even if you are effective at hiring winners yourself, how about your reports? What are your managers’ track records of hiring salespeople who ramp fast, fit in, consistently achieve or exceed quota, getter better over time, and stay for longer than 3 years?

What if … You’re Having A Laugh, Aren’t You?

Predictive hiring is currently beyond the capability of most managers.?

According to LeadershipIQ’s research, 81% of new hires fail to deliver the outcome they were hired for, most failing slowly. A Gallup study indicates that 30% of new hires leave within 42 days of joining. For years I’ve observed about 2 in 5 new executive hires fail and “leave the business” within 12 months. Great Resignation predictions are 72% of all employees in IT/Technology will have sought a new role this year!

Unless you build your bench every day, you risk having to react when someone leaves, instead of responding intentionally using your hiring operating rhythm - daily LinkedIn outreach, 3-5 initial phone calls daily, 1-2 interviews daily, warm update calls to bench candidates every 2-4 weeks.

Building the bench is a manager’s equivalent of prospecting for new business for salespeople.?Pipeline is the lifeblood for sellers. Building a healthy bench should be every manager’s #1 priority.

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What happens if managers fail to build a bench of candidates for each key function in their team to cover flight risks or surprise departures?

?

Which Will Get The Job Done Best?

Whoever is available now? And they willing and able to take the job now?

Vs

5-7 handpicked, preselected, pre-interviewed candidates who want the job from the best you can afford anywhere in the world.

·?????Have you ever offered someone a role because you needed a body for coverage despite not being sure they could do the job? (Y or N)

·?????Have you ever hired someone convinced they were 007 but the minute they joined they turned into Mr. Bean? (Y or N)

Did you recruit reactively? Was the job description a cut and paste of the last person who failed in the role? Did you hire in haste and repent at leisure? What was the personal price you paid? If you knew how to never to make the same mistakes again, would you be willing to put in the necessary work?

?

Tall Order

So, how do you attract, qualify and keep a bench of 5-7 suitable, willing candidates who are in high demand, warm for 3-24 months?

Easier said than done. Wrong hires are costly, distracting and disruptive; few managers are great at hiring. A blind squirrel finds a nut every now and again. Hiring another person without fixing this is like me telling my wife, “I think we’ve cracked this parenting malarky. We should have another!”

Hiring effectively is a universal problem. Here are the top reasons why 81% of new hires failed:

1.?????COACHABILITY 26% of new hire failures were attributed to low coachability – inability to accept feedback from line managers, colleagues, peers, partners, and customers.

2.????EMOTIONAL INTELLIGENCE 23% of new hire failures due to employees’ low self-awareness. Inability to understand own or others’ emotions

3.????MOTIVATION 17% of new hires failed due to lack of motivation, lack of willingness or commitment to exceed and excel in a job.

4.????TEMPERAMENT - basic personality issues.

Consider the pay offs of preventing bad hires before they begin:

·?????Hiring certainty

·?????Predictable, consistent pipeline

·?????Cooperative team players

·?????Revenue certainty

·?????Profit certainty

·?????Future pipeline certainty

·?????Fewer prospects, greater coverage

·?????More closed business

·?????Deal velocity acceleration

·?????Early disqualification of non-opportunities

·?????On or over target performance from 80%+ of team

·?????High challenge/High support culture

·?????Loyalty and longevity

·?????Premium profits from lifetime customers – expansion customers generate 63.89x higher profit than new customers (BancSaaS 2019)

It makes you wonder why effective, predictive, proactive recruitment isn’t the single most important responsibility of every manager, doesn’t it?

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If you want help achieving your objectives with your selling, your hiring or your management of sales, and you think I might be the person to help you, grab a time in my diary for a chat - https://calendly.com/marcuscauchi/let-s-explore-coaching-training