Here is some valuable information:
“Knowing What to Do is Separate from Actually Doing It!”
I am continually amazed by comments from leaders of organizations who announce “my people know what to do.” And, then when asking questions about the outcomes and results – I get non answers or corporate speak. (Corporate speak is the sterile response to a tough question that contains no emotion, no action and no commitment.)
Why does this happen? Because the “knowing-doing” gap is in action or really inaction. The Knowing-Doing gap is a fatal condition that allows people with excellent information and knowledge to limit their actions or worse – take the incorrect actions.
I had a sales manager tell me that he was concerned about his team. They kept telling him – usually when they lost a potential sale or customer – they knew they did something wrong – even though they were trained to do it correctly. He told me that he was hearing this too often and he knew he had to take action or his team could fall short of their goals.
In today’s economy, every business executive, owner, CEO and president should be asking themselves one important question:
“Do I have the talent to take this business to the next level?”
If the answer is no, you probably want to begin looking, but if the answer is yes, then employee retention should be at the top of your list. With employee retention statistics that prove your best employees may be sitting on your payroll while patiently waiting for the “right” job, you need to be sure that you are managing employee retention with specific individuals in mind and long-term goals in place.
Employees Are Not All A Like. A good manager knows the strengths and weaknesses of their employees, but do they know what motivates them? In employee retention studies, TTI has found that money is NOT the reason most employees leave a job, which seems contrary to popular belief. In our latest study of over 19,000 job seekers, only 19% said money was the reason they were looking for a new job. Instead, more popular reasons included stress, mismanagement, lack of room for advancement and lack of employee development.
During these economic times, revenue generation and growth have become the number one topic in corporate offices. A better question to be asking now is – Do We Have an “A” Level Sales Team? Assuming that you have an “A” team, then sales growth and sustainable revenue levels should be a given. A Sales Team loaded with “A” players knows how to win.
So how do Sales Executives know that they have “A” players on the team? Well, first they can sell during good and bad times. They are students of selling and are at the front of the line for sales training – product and technique based learning. And, they have an inner drive – sometimes referred to as a winner’s edge – that gives them the persistence and ability to pursue business in the face of adversity. Also, adversity does not slow these winners – it challenges them to become more creative and find new advantages to use to secure business.