Category Archives: Talent Management
Modern sales leaders and managers are often faced with the challenge of providing multigenerational sales coaching. Providing sales coaching to millennials might seem like a particularly challenging endeavor – this is because there are many myths about the preferences of the millennial workforce that are not true. Understanding how to connect with your millennial salespeople can help you learn how to coach top performers.
MYTH #1: Millennials do not want to be coached.
Not true. In fact, recent studies show that millennials want coaching at work nearly 50% more often than other employees. Also, they seek feedback more frequently than older generations in the workforce (SuccessFactors, 2015).
MYTH #2: Taking a quantitative approach with your coaching feedback dehumanizes the coaching relationship.
Using a numerical rating scale, either against a standard or against a millennial’s colleagues, helps contextualize feedback and provides an opportunity to monitor progress. It’s likely that higher performers will embrace an internal ranking against their colleagues, while a moderate or lower performer may be better served with a comparison against an external standard. The ranking or comparison is not for punishment, but for growth. It can help you establish a common language and calibrate change consistently. Be mindful of your choice.
Key considerations for Multigenerational Sales Coaching
Consider that connecting with millennial employees frequently resonates with their cadence for information and their digital world. Millennials are accustomed to instant access to » Continue Reading.
Move over, baby boomers. You too, Gen Xers. In 2015, millennials became the largest segment of the American workforce, with more than one in three workers being from this generation. Figuring out how to train a multigenerational sales team presents unique challenges for sales leaders, but understanding the difference between generational learning styles will help you be more effective.
There have always been differences in age and experience levels across sales organizations, from recent graduates to those nearing retirement. This presents a business imperative and an opportunity to identify the differences and similarities in learning and communication styles and the implications for coaching and training a multigenerational sales team.
Understanding the Learning Styles of Generations in the Workforce
These days, there can be up to four generations in the workforce. Connecting and communicating successfully across this generational spectrum can strain the ability of sales leaders and those in Learning and Development. The starting point is knowing your audience:
1. Traditionalists (those born before 1945): Generally speaking, most workers in this generation are strongly committed to their organizations. They value teamwork, collaboration, and the development of interpersonal skills. Their learning style is commensurate with these characteristics: they like teamwork and collaboration in the classroom.
2. Baby boomers (born between 1946 and 1964): Boomers tend to be very competitive and are success-driven. They look for professional growth, are receptive to change, and consider training to be one » 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.
Strategic Use of Assessments to Identify Sales Talent and Build Sales Dialogue Skills
Often in sales, it is the intangible qualities that separate a high-performing salesperson from an average one. These intangible qualities include some combination of a high-performer’s natural sales talent and the sales dialogue skills they actually demonstrate when interacting with clients and stakeholders. How do you accurately identify this mix of sales talent and selling skills to ensure that you know the “secret sauce” that makes someone a high-performing salesperson in your organization?
Opportunities and Challenges: Bersin’s Human Capital Predictions for 2014
We often come across research reports in the industry from thought leaders who we respect. If human capital management is of interest to you, we recommend “Predictions 2014” by Bersin by Deloitte, a human resource-focused consulting subsidiary of Deloitte. The subtitle gives a good idea of what this report is about: “Building A Strong Talent Pipeline for The Global Economic Recovery — Time for Innovative and Integrated Talent and HR Strategies.” The link for the report can be found by clicking here. Take a look. You will find it useful.