I was talking to a company manager who expressed his disappointment with its leaders, who after a basic sales course had been "fascinated" with the techniques delivered. What was his disappointment? It is that these same techniques and method were part of the training and training processes of the company (!) There was nothing new in what was delivered, however, for them it had been a novelty.
This is a more common situation than we imagine. Many companies invest large sums of money in the training of their people, and yet an important part of it is lost due to not having a follow-up and a process of habit formation. Undoubtedly, those who should be responsible for this are their Leaders, who may not have been able to direct, manage, changes in behavior among their followers.
Now, causing these changes in behavior is not easy or less feasible in the short term., which sometimes undermines the speed that the Leader wants to give him, who often relies on momentary or temporary success obtained outside of a method or without using a recognized technique, preferring to continue on that path, without giving importance to the method itself and the proven and validated techniques that the company puts at its disposal, producing in the short term, the "forgetting" of them, leading its team of followers on a shaky and insecure course, in which the 80/20 rule (80% do not produce enough and it is supported by the remaining 20%) it is installed, producing in the short term the migration of those who may be good producers, did not receive the necessary support (monitoring and formation of habits). Result: high turnover and fragile productions,in addition to a high dependence on those few "good producers".
Many times the high importance of monitoring (or misnamed control) over what a good producer should do (and understand) is not understood, resorting to “obligation” rather than understanding and understanding. The practical application, together with repetition, and of course with the important “help” and “coaching” of the Leader, will gradually produce behavioral changes and the formation of habits. "! The process is very long and I need production NOW! " - It is very common for this phrase to be heard - If I have a new team, it is possible that all of them are in the same learning conditions, but some will excel, which will allow me to direct a greater percentage of my time towards the weakest, without neglecting the follow-up of the advanced ones, producing a balance in production.The problem is greater when you have a disparate team in which there is multiplicity, and dissimilar, methods and techniques, almost all coming from personal adaptations, which greatly hinders the leadership of the Leader. In the latter case, and according to my experience, I have been able to verify in most of these situations, that those "own or personal methods" are the same that the Leader intends to introduce! Only they do it in a disorderly way and most of the time, without knowing that they are applying a logical methodology. A well-conducted coaching process can lead these “producers” to understand the reasons for their “so-called success”and that, if they develop it in an organized, planned and non-automatic way, their results will be more consistent and extensive over time. This process of coaching and subsequent follow-up will soon make these "rescued producers" become a support and an example for those who are reluctant to apply the methodology and techniques of the company or company, thus producing a synergy that will undoubtedly benefit, to the whole team.
We say that with each attempt we advance a little more, but the truth is that there are more times in which we go backwards instead of advancing, and this because reaching the desired change or situation involves more than one attempt and each new attempt gives us the opportunity to inquire, ask, analyze, the reasons why we are not achieving it. If we do not make this reflection, it is very possible that we will make the same mistake again. Therefore, it is possible to say that “with each attempt you learn”.
Without proper follow-up (and I insist on the coaching process), this error is recurrent, the lead needs this support to correct and improve, alone and without this collaboration, they will soon become disillusioned with the method and technique, and will return to what they believe best.
A hard fact: According to researchers from University College London, creating a habit, such as applying a certain process, can take around 66 days, a period that allows it to be fixed and maintained for many years. Long time?
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A hug
Freddy hayvard
