Monthly Archives: September 2015
Sales Assessment Help Sales Managers Make Sure that they have the Right People in the Right Roles
The traditional role of a sales manager has evolved from being a boss to acting more as a coach. This change requires knowing your team and offering the right kind of feedback to help them be more successful.
What research tells us is that the focus of this feedback should be to build on existing strengths. Instead, managers are more likely to focus on weaknesses than strengths, and they’re frequently likely not to have a dialogue on either strengths or weaknesses (i.e., essentially ignoring a person) rather than talk about either strengths or weaknesses.
Author and researcher Tom Rath, who champions strength-based leadership, conducted a survey in 2004 to discover how a manager influences employee engagement or disengagement. From the results come these statistics: the chances of becoming actively disengaged were 40% if the manager ignored the employee; that figure shrank to 22% if the manager focused on the employee’s weaknesses, and it dropped to 1% when the manager focused on the employee’s strengths.
Similarly, numerous researchers have found that people who use their strengths at work perform better, have greater energy and higher self-esteem, are more engaged at work, experience less stress, and remain longer with their employers.
This strength-based approach seems counterintuitive to conventional wisdom about identifying weaknesses and correcting them. Time is often spent on trying to improve » Continue Reading.
Sales assessments increase win rates by 10% and decreased turnover by over 30%!*
What is in your wheelhouse — your area of expertise, the place where you operate with confidence and skill? Do you even know the areas in selling situations where you perform best? Most salespeople can’t articulate their strengths, and they rarely, if ever, receive feedback from sales managers about their strengths.
When it was once common wisdom to focus improvement efforts on eliminating weaknesses, research is now finding that building on strengths has better outcomes. Over the past dozen years or so, studies have found that focusing on strengths, sometimes called strength-based leadership, results in better performance on the job. Specifically, employees who focus on their strengths are more likely to achieve their goals, experience less stress, have greater energy, be more engaged on the job, have higher levels of self-esteem, and be more confident. Just as important, they are more likely to remain with their employer longer.
Too many salespeople avoid this type of self-discovery altogether, leaving development and coaching efforts to their sales manager. Instead, every salesperson should take responsibility to identify and understand their strengths in the selling environment, especially in today’s highly competitive and constantly changing business landscape.
A strength-based conversation is critical to the salesperson’s career and for his/her own personal satisfaction at work.
Many Richardson clients begin their journey in sales performance improvement by identifying core competencies. Then, they conduct assessments » Continue Reading.
In the war for sales talent, finding and retaining good people is a continual challenge!
One way to stay at the forefront of sales talent management is through a strength-based approach: focusing on what people do well and tapping their natural talents, versus trying to improve their weaknesses.
The concept works in two ways. It supports the identification of strengths that you want to bring into your team, helping to make sure that you recruit the right people into the right roles. Secondly, research shows that when employees are given feedback related to their strengths and when their work plays to their strengths, they are more likely to remain with that organization.
I am currently completing a master’s degree in Positive Psychology, and in my work, I’ve found quite a lot of research and information on the subject of creating strength-based organizations and teams. As the experts say, people who use their strengths …
Perform better at work (Corporate Leadership Council, 2002) Are more likely to achieve their goals (Linley, Nielsen, Wood, Gillet & Biswas-Diener, 2010) Experience less stress (Wood, Linley, Maltby, Hurling, 2010) Have higher levels of energy and vitality (Govindji & Linley, 2007) Are more engaged at work (Harter, Schmidt & Hayes, 2002) Have higher levels of self-esteem (Minhas, 2010) Are more confident (Govindji & Linley, 2007) Stay longer with companies (Stefanyszyn, 2007)
In 2004, a survey by author and researcher Tom Rath found that when managers » Continue Reading.
Providing a balance between asking good sales questions and providing good insights
Back before the days of Internet searches, salespeople could start conversations with, “Tell me about your business and what keeps you up at night.” Now, the answer would be: “I’m not here to educate you. I don’t have time to be your onboarding department. You’re supposed to know this stuff.”
If you ask sales questions that are too basic, to which you would have known the answer if you’d done your homework, you risk annoying the customer. And, if you ask too many questions, even good ones, one after another, it becomes an interrogation.
Richardson is completing a research project on teamwork in selling, and we are interested in your views. Please click here to complete this ten-minute survey. After completing the survey, you will have a chance to enter your contact information to receive a copy of the report, and to become eligible to win a Nike Fitbit.
Thank you, in advance, for your interest and participation in this survey.
Survey Link – http://hubs.ly/H019W9_0