"I've never worked with someone so incompetent." |
Happy Birthday to Core 6 Advisors |
Poll Results from April: reassigning accounts - best practices and stubbed toes. |
"I've never worked with someone so incompetent."
"I have never worked with someone so incompetent. Do I do his work for him and just try to make the sale myself? After all, he’s three weeks behind following-up with what was a hot prospect – lord knows what they are now – and he sent me the email he is planning on sending to them. Look at this thing, it’s horrible: sentence structure is bad. Grammar: bad. Style: too folksy, not professional. What do I do? Commandeer the account?”
This scenario is, unfortunately, very common. These types of occurrences can cause great frustration and, in rare situations create resentment and heart disease (kinda' kidding, kinda' not). But the higher calling of management means you need to be patient and liberal with your time to help those in need. As for sales executives, well obviously there’s culpability on that side too. Both parties have inalienable rights and obligations that are important to review here:
Sales Manager Rights (and obligations):
1. You have the right to be discouraged and frustrated when reviewing sub-standard work of those who report to you. (Especially when a foundational skill like writing is abominable…which it often is when we review email writing quality of those we manage.)
2. You have the right to exhale, walk the dog in the woods, meditate, and then re-address the situation.
3. You have the right to think all your sales reps missed English in grades 4 through 12 – perhaps they were busy building an app to save the seals.
4. You have the right to think you want to commandeer the account and take over for your sales executive…in the name of closing business.
5. You have the right to risk losing a sale in order to do things right and be the best Manager you can be…the Manager you know your sales executives need. (Three weeks late on a follow-up probably means a lot of momentum will have to be re-generated anyway.)
6. You have the obligation to summon said sales rep and sit quietly with them talking about how to make the email better. (Further, you have an obligation to repeat said process over and over and over again, until the sales executive improves his/her writing skills.)
7. Finally, you have the right to feel really good about receiving compliments from those around you who witness your patience, grace, positive enthusiasm and expert teaching ability.
Sales Executive Rights (and obligations):
1. You have the right to make mistakes and under-perform on tasks…even mission-critical tasks like corresponding with prospects/customers through email.
2. You have the right to always ask your Manager for help…no matter how simple the task, and no matter how silly you perceive the request to be.
3. You have an obligation to spend a lot of time reviewing and editing your work to make sure it’s the best it can be prior to sending it out.
4. You have the right to confess to your Manager that you struggle with something and would appreciate specific tutoring to help you improve.
5. You have the right to spend as much time as possible applying yourself and learning as much as you can about what it means to be a professional.
6. You have the right to invest in a positive working relationship with your Manager and developing empathy for him/her.
7. You have the right to appreciate that sometimes, you frustrate the S#%T out of your Manager. (But that’s okay because he/she sometimes frustrates the S#%T out of you.)
Were any rights or obligations missed? Email here if you think so.
This scenario is, unfortunately, very common. These types of occurrences can cause great frustration and, in rare situations create resentment and heart disease (kinda' kidding, kinda' not). But the higher calling of management means you need to be patient and liberal with your time to help those in need. As for sales executives, well obviously there’s culpability on that side too. Both parties have inalienable rights and obligations that are important to review here:
Sales Manager Rights (and obligations):
1. You have the right to be discouraged and frustrated when reviewing sub-standard work of those who report to you. (Especially when a foundational skill like writing is abominable…which it often is when we review email writing quality of those we manage.)
2. You have the right to exhale, walk the dog in the woods, meditate, and then re-address the situation.
3. You have the right to think all your sales reps missed English in grades 4 through 12 – perhaps they were busy building an app to save the seals.
4. You have the right to think you want to commandeer the account and take over for your sales executive…in the name of closing business.
5. You have the right to risk losing a sale in order to do things right and be the best Manager you can be…the Manager you know your sales executives need. (Three weeks late on a follow-up probably means a lot of momentum will have to be re-generated anyway.)
6. You have the obligation to summon said sales rep and sit quietly with them talking about how to make the email better. (Further, you have an obligation to repeat said process over and over and over again, until the sales executive improves his/her writing skills.)
7. Finally, you have the right to feel really good about receiving compliments from those around you who witness your patience, grace, positive enthusiasm and expert teaching ability.
Sales Executive Rights (and obligations):
1. You have the right to make mistakes and under-perform on tasks…even mission-critical tasks like corresponding with prospects/customers through email.
2. You have the right to always ask your Manager for help…no matter how simple the task, and no matter how silly you perceive the request to be.
3. You have an obligation to spend a lot of time reviewing and editing your work to make sure it’s the best it can be prior to sending it out.
4. You have the right to confess to your Manager that you struggle with something and would appreciate specific tutoring to help you improve.
5. You have the right to spend as much time as possible applying yourself and learning as much as you can about what it means to be a professional.
6. You have the right to invest in a positive working relationship with your Manager and developing empathy for him/her.
7. You have the right to appreciate that sometimes, you frustrate the S#%T out of your Manager. (But that’s okay because he/she sometimes frustrates the S#%T out of you.)
Were any rights or obligations missed? Email here if you think so.
Happy Birthday to Ourselves! Core 6 Turns One!
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Self promotion and aggrandizement be damned, Core 6 Management Advisors turns 1 this month and I want to thank everyone who has helped me launch my company. A lot was accomplished this past year and I have nothing but thanks from the bottom of my heart for those listed below. To summarize, Core 6 worked harder on improving our relevant and actionable sales training skills tools and methods; finely tuned a compassionate and challenging executive coaching approach; and, sharpened advisory skills catering to companies needing to strengthen revenue driving activities and operations.
Also important, MOTOR: Managers On The Rise was launched in the Fall. MOTOR is an organization uniquely engaging those individuals striving to be better managers of human beings, and better professionals. MOTOR consists of numerous types of events and instructional programs that engage and enrich the professional lives of the most important segment of workforce human capital: Managers. Check out the site if you want more information on MOTOR. Ok, so we don't have to sing, and I reckon ya'll won't sing anyway (nor can you sing...unless you're Cole Razanno), but you deserve my gratitude and know that it's heartfelt. Core 6 is built on relationships and I take them - and you - very seriously. Thanks so much to each of you...yes, I'm going to list you all! |
Chas Akers, Thom Allcock, Bill Amstutz, Wendy Amstutz, Kerry Ancheta, Gary Armstrong, Michael Aronowitz, Duncan Arthur, Jerry Back, Alyssa Baldocci, Justin Barocas, Peter Bassett, Mike Bender, David Benetiz, Scott Bennett, Lisa Bentley, Madelena Berger, Brian Birtwistle, Lizzie Black, Lori Blinder-Barr, Andrew Boer, John Boland, Darrick Brown, Keith Butler, Alyssa Caram, Casey Carden, Michael Carle, Paul Cassar, Jen Catto, Jen Chatham, Amit Chaturvedi, James Cole, Neil Coleman, Key Compton, Bill Congdon, Norm Cook, Katherine Crane, James Creech, Scott Crystal, Luke Daigle, Alan Darling, Tim Dawsom, Rob Deichert, Ed Delfs, Steven DeLuca, Gabriel DeWitt, Farbod Deylamanian, Joe Didato, Margarita Duggan, John Durham, Ingrid Eberly, David Ehrenberg, John Emmons, Joanne Factor, Daryl Faulkner, Rick Fawcett, Dave Fisch, Anthony Flacacavento, Graemme Fouste, Brooke Frederick, Bob Fritze, Greg Gibson, Simon Gendelman, Mike Giunta, Missy Godfrey, Risa Goldberg, Steve Goldberg, Greg Gortz, Kelley Gott, Jocelyn Griffing, Dante Guadio, Daniel Ha, Rob Haile, Trevor Hamilton, Mark Heflin, Justin Henry, Lori Hess-Akers, Hart Hooten, Grayle Howlett, Gordon Hughes, Joe Hurd, Alaa Ismael, Peter Jurew, Adam Kapel, David Kaplan, Chris Karl, Linda Kennedy, Feargall Kenny, Jocelyn Kester, Randy Kilgore, David Kopp, Lee Kirkpatrick, Andrew Kobylarz, Nik Kontoulas, Steve Kozel, Stephen Kuhn, Adam Kurzawa, Chris Lambiase, Darin Leach, Susie Lee, Don Leon, Niles Lichtenstein, Polly Lieberman, Lee Lodes, Brendan Lyall, Maureen Maguire, Anita Maiella, Erika Malzberg, Dia Marchionne, Ken Mauch, Brian McFarland, Eric McNulty, Jim Medd, Fergus Mellon, Lisa Meyerowitz, Shane Minte, Neil Monnens, Gadiel Morantes, David Morris, Tom Morrissy, Ron Muliken, Rithvik Nathan, Jessice Nuremberg, Tom O'Brien, Tom O'Brien (yes two different dudes!), Kevin O'Malley, Steve Ochs, Tom Ott, Mike Owen, Jake Piasecki, Oliver Plaatz, Marc Podell, Tim Price, Alison Rabschnuk, Cole Razzano, Jeff Reine, Tania Roquette, Ari Rosenberg, Matt Rosenberg, Laurie Rosenfield, Dipti Salopek, Matt Sanchez, Todd Sawicki, Eric Schrier, Dirk Schwarz, Jackie Selby, Neil Shapiro, Lee Shirani, Sean Simon, Michael Sippey, Brian Soifer, Karl Spangenberg, Mollie Spilman, Steve Stewart, Kate Stientjes, Eric Thorkilsen, Christina Trifero, Jeremy Varner, Jim Waggoner, Owen Weed, David Weiner, Melissa Weil, Heather Wetzler, Dan Wittmers, Victor Wong, Matt Young, Troy Young.
And while all of you are not 'paying customers', I learned something substantive from each of you and am grateful for that! And if any of you are curious to know exactly what I learned from you, gimme a call, I'd love to catch up. (917 207 5183) Thank you again, Michael.
And while all of you are not 'paying customers', I learned something substantive from each of you and am grateful for that! And if any of you are curious to know exactly what I learned from you, gimme a call, I'd love to catch up. (917 207 5183) Thank you again, Michael.
He said that when you took the account away?
In the April newsletter, there was heated debate about the largest missteps by our guinea pig Justin, the manager tasked with reassigning an account from one of his hot-headed reps.
Even though Justin's boss Tina got involved, so too did you.
You were offered two votes against five "missteps" taken by Justin. Overwhelmingly, you voted evenly that Justin fell down on the following:
1. allowed bias to influence a business decision in reassigning the Acme account (43% chose this as one of two responses)
2. sent an email to inform the sales exec that Acme was being reassigned (30%)
3. did not tightly enforce the sales exec's attendance at the weekly 1:1 meetings. (27%)
Surprisingly, nobody thought Justin waited too long to address the conflict. Well done everyone - I can't argue anything differently.
To review the scenario featured in the April issue, click here.
Even though Justin's boss Tina got involved, so too did you.
You were offered two votes against five "missteps" taken by Justin. Overwhelmingly, you voted evenly that Justin fell down on the following:
1. allowed bias to influence a business decision in reassigning the Acme account (43% chose this as one of two responses)
2. sent an email to inform the sales exec that Acme was being reassigned (30%)
3. did not tightly enforce the sales exec's attendance at the weekly 1:1 meetings. (27%)
Surprisingly, nobody thought Justin waited too long to address the conflict. Well done everyone - I can't argue anything differently.
To review the scenario featured in the April issue, click here.