Stephen Moulton, President of Action Insight, and author of The CEO’s Advantage: 7 Keys for Hiring Extraordinary Leaders, joins me on this episode.
Stephen says constant pressure from managers puts sales reps in a panic, which makes them ineffective.
Pressure has always been there, but a slump can put them under extreme pressure. Then they enter fight-or-flight mode.
When people have a positive outlook at work, they are 31% more productive. If they interact positively with their team, they are 10X more effective than people who are neutral or disengaged. Leaders affect engagement.
Individuals need a supportive environment to be more productive. Managers needs to know their people, build trust, and develop a team ethos to build up each member.
Senior management focuses on numbers. Direct managers need to be leaders and put coaching, training, and leadership development of their staff first, before numbers.
Managers manage things, leaders lead people. In reality, managers fill both roles. They need to spend more time inspiring and helping their people than working the numbers.
Focusing on numbers and the mechanics does not produce the kinds of sales experiences that customers want, that will grow business. Managers need to coach their people.
Onboarding should include leadership training. Many companies don’t want to invest the time. Stephen tells of a past manager who discouraged his successful behavior.
Managers may get uncomfortable when their people perform in ways outside the process. Instead, they could support the individual skills and strengths people have, and leverage these strengths for achievement.
Effective selling inspires customers to go on a buying journey with the rep. People want to be motivated. Reps want to be motivated to be leaders.
Emotional intelligence can be learned, if the person has motivation. It is a set of competencies. Stephen gives an example of how he would teach a behavior within an area of EQ competency.
Leaders need to lead by example, not by control, but by modeling the standard of expectations. Stephen asks his team to call him out if he falls below his standard. Leaders need to be open to feedback.
Hiring is challenging. 95% of biases are unconscious. Have a structured process to measure specific required competencies and behaviors. Test to get information, then evaluate afterward. Stephen’s system has over 90% reliability.