The Illusion of First-Time Observation

The first time you observe your team member do/not do something is most likely not the first time it did or did not occur.

Yes, of course, it is possible that they did something you wanted, and you caught them in the act of the first time if occurred. Or you caught them doing something that they shouldn’t be doing, you wished they didn’t do, know is not the right/ideal thing to do/say, etc. In my experience that first time you see it isn’t the first time it occurred – just the first time you caught it.

The Impact on Leadership Decisions

Why is this so important to keep in mind? It will affect how you handle it and the action you take. I have spoken to managers, when I ask them about something I observe, and they will tell me that they haven’t noticed it before. They play it off like it was the first time, or a one-time event that isn’t part of a pattern. That manager’s ego kicks in. They dismiss or deny. To admit that it wasn’t the first time means that they must acknowledge that they aren’t watching the team close enough. Most people don’t want to admit they aren’t doing their job and aren’t doing enough to ensure the team is doing the right things.

Parental Analogies and Managerial Denial

It’s similar to when a teacher tells a parent about the issues their kid is causing in class and the parent dismisses it as not possible, or not a big deal. They don’t want to think of their child as being capable of being that kid.

Managers and leaders – please be more aware. Pay more attention. Pay closer attention. If you think you are wearing them – take off the rose-tinted-team glasses. Your team will not be successful, especially at what the organization needs from them, unless you are highlighting the good stuff they do and helping to correct/eliminate the things they are doing that they shouldn’t, or not doing the things they should be.

Case in Point: CRM Compliance

For example, don’t be this manager: “My team always fills in the CRM. Must have been a one-time mistake on their end. Otherwise, they always do what I ask.” Enter Jerry Springer… “The test results (report) came back…that is not true.”

If you are observing the team from the perspective of the company, then you will see things differently. But you might say that the company doesn’t understand what it takes to succeed as a salesperson. You might think the company just gets in the way with their processes and rules.

Building Credibility with Leadership

Here is the key – if you have good ideas, then bring them up with your manager. But unless your leadership feels like you are towing the company line in some way no one above you will listen. It would be like your underperforming salesperson blaming the leads when you know their lack of deals is because they aren’t following the process. Build credibility with your leadership so that you understand what the company needs to do and accomplish, and they will listen to your feedback.

When you as a manager, working with the leadership team, remembers this one point…then things will shift: the company only succeeds when the front-line team members succeed. The company NEEDS the salespeople to do well. There is no other way to win as a group. Like sports – for a team to win, it needs everyone to do the best they can and put in the most results possible that total up to a team win.

Embracing Change and Accountability

So many salespeople resist change, processes, rules, structure, accountability (its human nature…not just a salesperson problem). They forget that the company would never intentionally make a change that causes the company to fail. Don’t fear making changes, recognizing positive things each time, and correcting actions that aren’t in line with the company’s best sales practices.

Conclusion

Don’t put your head in the sand. You’re not an ostrich.