Your managers say a lot of funky...stuff
Core 6 Advisors works with a lot of managers and we love all of them. They're hard working, full of integrity, and they always want to do the right thing. But at times, they say things that could have used a bit more thought. And while we're going to examine some things they say below, the intent here is only to capture and share teaching moments.
"My team just isn't any good at forecasting revenue."
By saying that, the manager really means HE isn't good at forecasting revenue. A sales manager's credibility sits firmly on the ability to accurately forecast revenue. Everyone agrees it's the manager's job to teach his/her team how to manage an account, a list, and a pipeline. Sadly, this is a skill that few have mastered. Core 6 offers a protocol that works, so if forecasting revenue is something with which you struggle, call 917-207-5183 now...an email exchange / quick fix ain't gonna do it, there's some nuances here and we need to chat it out.
"Boy, my rep screwed up that (internal) meeting."
Yeah reps sometimes screw things up. Kinda like your Mom calling at the wrong time when you're battling goons and helicopters on the top of buildings..."it's what moms do". The only infraction here would be if the manager doesn't immediately hold a crash course in meeting behavior. Nobody comes ready made knowing how to communicate and behave in meetings, they have to be taught. Throwing them under the bus only makes it worse; pull 'em aside and discuss best practices of meeting management. Then do it again, and again, and again.
"If you're not adding value, you're probably adding drama."
A manager recently told me he said these words to one of his reps, and if you knew the context (and the rep), you'd applaud and agree it was the right thing to say. At times, the world in which we manage can be binary: you're either with me, or against me. You're on board, or you're not. You're either part of the problem, or you're part of the solution. Sometimes biting, direct words are the ones that work.
"Only when the rep leaves the company do you know where the problems are."
I heard that from the mouth of a manager and I cringed. I wondered why this manager is missing the value - and fun - of being engaged with all of his reps and their business. Sure, problems sometimes come to light after a rep leaves the company, but it's not fair to pin all the dirty laundry on him as if he were overtly planning espionage. The manager's job is to work closely with each rep to understand all the challenges that exist for that rep to ensure there ARE no surprises. And of course, a major part of being a manager is to be the ultimate solution provider. Yes, all of that takes time and effort. That's the job.
Face it, you're no good at prospecting
Make the problem go away!
Johnny can't sell, FIRE his A$$.
Managing your ugly ducklings.