The Sales Leaders Playbook. Nathan Jamail

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on First?

      

In baseball, there are people who are designated hitters or a great pitcher who cannot really hit. Coaches do not focus on making a great pitcher a better batter; rather they make them an even better pitcher. So, why do we feel the need to always focus on people’s weaknesses in business? Let us explore how this affects the individual.

      We all love to do things when we are good at them. In fact, we are usually more willing to work on making these strengths even better than on diminishing our weaknesses, which we feel will never improve. Also, if we can focus on our strengths at work, then we typically experience complete job satisfaction. On the other hand, if we are constantly working or doing tasks that we are not very strong at and constantly feeling like a failure, we are not going to enjoy our job and will typically find a more rewarding fit elsewhere.

      The Line Up

      Just like everything in life, there must be a balance, and a good coach will put the right people in the right place working on the right job.

      Team members who have a great coach are able to make the two following statements:

      1.My coach taught me new things last month.

      2.My coach has scheduled practices for the team and makes them a priority.

      Ask yourself this question: what successful coaches, in any sport, did not teach their players something on a monthly basis or did not make their team practice? So, why should it be any different in business? Manager is simply a title, but coach is the job of a great manager or leader.

      I encourage managers to manage the business and to coach their employees. To coach an employee means to practice with them on a regular basis by making their strengths stronger and their weaknesses less weak. Imagine a football team who never practiced field goals, but instead waited until game day to “try it.” Consider a basketball team who never practiced free throws until game day, and then gave it their “best shot.”

      Remember, the best team does not necessarily win because they always execute the most difficult plays. Most of the time, they simply practice the “basics” along with the “tried and true” plays, and combined with these they get winning results.

      Being a Leader: 20% - Willing to Learn

      

Have you ever worked with someone who absolutely knew it all? There was nothing you could tell or teach them because they had “been there, and done that.” Certainly, you could not possibly know something they did not already know. If you want to be a great leader, then do not be that person.

      You can always learn from your team, from your mistakes, and even from your clients or prospects. Listen as you do your job. Hear what your team is expressing. This does not mean that you listen to the moaning and groaning, which can sometimes arise during difficult times or from difficult people – this behavior must never be encouraged. Instead, listen to real concerns when your employees come to you with them.

      Open Door, Open Mind

      

Here is one rule you can apply to this process: “When you come to me with your concerns, also come with solutions.” This simple rule will put a stop to your team just complaining (there are perhaps better words for this, but I will keep it clean). In other words, before complaining, encourage your team to work through a possible solution (write it down even) before bringing the complaint to you. This will allow them to be more open to your suggestion and to finding a winning solution.

      There is an old saying, “Everything alive is either growing or dying.” The truth of this statement is something we all could live by and another great philosophy for business. Though many people say they want to learn, are they actually willing to learn? Winston Churchill once said, “Personally, I’m always ready to learn although I do not always like being taught.” Churchill certainly was not alone; in fact, this statement rings true for most people in business today.

      Throw in the Towel or Grab a Tissue?

      In 1998, I was conducting a one-on-one meeting with a manager of mine who was responsible for running one of my four sales teams. She was a very intelligent person and a good manager. She possessed over fifteen years of sales experience along with eight years of sales management experience. She truly cared about her work and wanted to learn. Unfortunately, she was very difficult to coach.

      During our meeting, I attempted to bring up a skill she could improve on, which would help make her a better leader and prepare for her next step in her career. She became defensive with me and completely shut down. I overlooked her response the first time it happened, but after a few one-on-one meetings, which netted the same result, I began getting frustrated and thought I was making a mistake in trying to help this manager grow as a leader.

      So, I decided to do a little research. I spoke with a couple of her previous managers who told me they found the same obstacle when they managed her and that they stopped trying to coach her. Both of

her previous managers agreed she did her job well enough at her current level and had decided it was easier to not focus on developing her because she made it very difficult.

      In my next meeting with this manager, I asked her what her goals were in the organization and if she was looking to be promoted to the next level and grow as a leader. She responded excitedly, “Absolutely! However, I have been in the same position for over seven years, and I have not been asked to interview for the next level position during the past four openings.”

      I asked her what she thought about coaching and personal development. She eagerly answered, “Yes, I want someone to help me develop as a better leader!”

      I nodded my head with understanding as I leaned back and grabbed a box of tissues off my credenza and got them ready. I knew this was not going to be an easy conversation, but I felt I owed it to this manager who was good. I wanted to help her.

      I started off by explaining to her that if she wanted to be coached and get to the next level she had to be willing to be coached. I shared with her that I, along with her previous two managers, believed she was a great manager with some great potential to grow as a leader. However, coaching her appeared to be way too difficult.

      As expected, she started to get defensive. I used her reaction as an opportunity to show her exactly what I was referring to and why some of her past managers (and almost I) had given up on her. At this point, I had captured her complete attention. I explained further how I would be willing to work with her, coach her, and then recommend her if she would be willing to learn.

      

After a two hour meeting and a few Kleenex tissues (emotions are not always a bad thing – sometimes it means passion and ownership for a job), she understood and was willing to be coached. Hooray!

      In the end, I am very glad I took the time to work with her because, as she allowed me to coach her, I witnessed her growth. I also found myself growing and becoming a better leader too.

      I

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