Is it possible to “extinguish the fire of business” with trainings?
Denis Sidenko talks about situations when employees and business leaders will really benefit from attending a variety of trainings-from time management training to team building skills — and in which cases money will be wasted
“Training not to conduct consulting” – where in this sentence should be a comma?
For many experienced business consultants, this is a painful question. That is, there is always a dilemma — to be a professional or to be a performer. There are a lot of business coaches and performers on the corporate development market. As a rule, they are ordered training, they spend it and disappear over the horizon. And regardless of the price tag. This can be found in coaches for 30 thousand rubles (per training day) and 300 thousand rubles. They usually do purely training and never consulting.
“Ideological” business consultants are more difficult. They also have principles-results and efficiency are important. In this they get pleasure from their work. This creates certain difficulties for them. I will make a reservation at once, we are not talking about all the training customers, but about a part of them. It is always pleasant when a company with a clear management and often with its own corporate University orders trainings. We are talking about cases where the training is not used “by prescription”.
Sometimes the client forms a request for staff training, seeing this as a kind of “pill”. Here we will accept it and things will go well. Sales will grow, and managers will all immediately become motivated and hassle-free. But then the consultant comes and sees that the problem is deeper and training will not solve it.
I will say more: 90 % of the problems with sales lie in management. But it’s not that the Manager deliberately ignores his responsibilities. Often the problem in management is not realized by the Manager, because he does not think about professional management, enjoying the role model and the power of the Chief. And sometimes it is true that the Manager understands everything, but he is overwhelmed with current Affairs generated by the existing management model. And does not have the strength and time to change it. Although he understands the need.
In the second case, managers can consciously turn to consultants to build a management system in the company. The first case is difficult. The ego of the pack leader sees the attempt to change for the better as an insult to the perfection of the present. If the management should be changed-so I’m not doing it well? It is against this background that the desire to change the imperfect environment arises. For example, performers.
No, I certainly do not deny such management tools as dismissal and hiring, rotation and training. But management has much more tools and solutions! The main thing is to know and be able to use them. But to control a ship, you need to build it. They say that a correctly asked question already carries a solution. In my opinion, rather, it provides a direction for thoughts. If you want staff training, the following questions will help you understand whether you really need it. Or it is better to think about management audit.
Do you want sales training?
Do you have a sales Book? Are there any instructions and regulations that describe the business process in which the seller participates? Are the entry and exit points of this process described? How should the seller behave in what cases? Scripts of telephone conversations? Meeting scenarios? Is there a Department or person who controls the implementation of regulations and standards by the sales Department? Are there any prescribed stages of the sales funnel? Do you know the conversion statistics of funnel stages for each seller? Do you have anything to sell? How fast does your purchasing and logistics work? How often do cash gaps keep customers waiting? Who works with customer reviews?
If not, the sales training will not help you much. Everything will quickly return to normal.
Do you want to train sellers in time management so that they have more time and are able to organize their working hours? This is an extremely unsuccessful request, because time management is a tool of the Manager, not the subordinate. Ask a question: how are you doing with automation in your business? Do you have a CRM and have it implemented? Who is responsible for organizing and controlling the sales Manager’s working day? What does ROP do for you and does it exist? What standards and what reports do sellers have?
Do you want to conduct a training on team building?
And what prevents the team from working smoothly now? Is there orstructure of the company and how responsibilities were shared between the divisions now? Does the company have a corporate culture and who is responsible for its compliance? Does each seller know their plan for the month, quarter, and year and agree with it? How is the interaction between departments regulated? Has the company registered and implemented its Mission, Values, Vision, and does the management have an understanding of what kind of beast it is and how to use it?
Do you want training on negotiations and presentations?
Do sellers have tools for effective presentation and negotiations? What is the USP of your offer and company? Do all your salespeople are your competitive advantages and positioning of the company? Do they know the benefits of working with you specifically? Where is it written? Who controls that everyone knows this equally well? Do they have presentation materials? Who is responsible for quality control of negotiations and presentations? And what standards have you implemented for presentation and negotiations to control their quality?
Do you want a corporate communications training course?
What is the problem with current communications? Do you have a system of periodic events? What days of the week do you have meetings between departments? Who usually heads them and who keeps the minutes of the meeting? How do you organize feedback from subordinates to management? How do you usually broadcast management decisions to subordinates?
No, you say. We go to trainings and seminars ourselves and improve our management skills! It’s good. But what topics do you go on?
For example, you went to a training on intangible motivation to implement it in a company or hire consultants to implement it. What about material motivation? Managers often believe that non-material motivation replaces material motivation. That this is a way to save money and pay less. Sounds nice. But this is not the case: non-material motivation begins where material motivation ends.
Think Of Maslow’s Pyramid. The next level of needs begins where the previous one ends. If you do not have a reasonable and effective KPI system, do not have competent planning and the ability to set achievable goals — no gamification or singing of the anthem will help you. This will not help especially if you are not psychologically ready to pay your sellers as much as they earned. And they can earn a lot if there is a variable part of the salary.
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