Toolbox Forms – Pre-Coaching Planning Guide

Toolbox Forms – Pre-Coaching Planning Guide

by | Feb 27, 2019

Add Your Email Below to Download Our World-Class Pre-Coaching Planner… for FREE.

Today’s downloadable toolbox guide is the top guide for Coaching and Developing Sales Talent.

Banks and Credit Unions all around the country use Schneider Sales Management, Inc’s forms to work one-on-one with employees to set the goals that improve sales revenue, improve customer service, and improve employee performance.

Download the form above by entering your email address, or forward this page to a financial industry sales manager who you want to see improve quickly.

Preparation Will Focus Your Coaching

You can cut through to the real leverage point for improving an employee’s performance by asking yourself the few simple questions shown on the Pre-Coaching Planning Guide on the next page. This form puts an employee’s nonperformance in perspective so you can diagnose the real cause of the performance problem, and you can ask for the appropriate corrective action by an employee.

Understand Your Employees’ Behavior

Always ask yourself how often and how well an employee does what you want him/her to do. If an employee has never done what you want him/her to do, you probably have a training problem.

If he/she has done it before, but doesn’t do it consistently, or if he/she does it poorly, you probably have a motivation problem, or a coaching problem.

If you’re still not sure that you’ve identified the right performance problem, ask yourself if the employee could and would ever do it, even if his/her job depended on it. If your answer is no, you probably have a job fit problem, and more coaching isn’t the right solution.

Get Clarity on Specific Improvements

Finally, the most important step in all of your performance analysis is to define in one sentence, very specifically, what it is that you want the employee to do to improve his/her performance.

If you can’t do this, you haven’t yet identified the real performance problem, and you won’t be clear in telling the employee what action to take to improve.

Why Salespeople Fail.. and What Hiring Managers Can Do to Prevent It

Why Salespeople Fail.. and What Hiring Managers Can Do to Prevent It

by | Dec 13, 2018

The moment when a hiring manager shakes the hand of a new hire and welcomes him or her to the team is a hopeful one on both sides of the agreement. Salespeople begin with great hope that they’ll have the staff support and goal structure to help customers and the ability to earn a living while they’re at it. Hiring managers hope that the hire will be a good fit— that they won’t have to interview again for the same role due to employee turnover.

Salespeople who join an organization may not succeed for several reasons. The failure to succeed in selling may show up in sales conversations — the salesperson could “dump” product features on customers, give price or product details too early in the sale, or end conversations with no next step commitment. This ends up in low conversion rates, low performance, and low sales numbers.

One of the main reasons that salespeople fail is because they have been hired for a sales role for which they are not the right fit. We know that different selling roles require different competencies. The industry research we conducted with the University of Colorado at Denver Business School proves that there are actually five primary selling roles in banks and credit unions, each requiring a different set of competencies that drive high performance.

The five roles are SERVICE SELLING (think “teller”), CONSULTATIVE SELLING (think “personal banker”), COMPETITIVE SELLING (think “commissioned mortgage originator” or “business development officer”), COMPLEX SELLING (think “commercial lender”), and SALES SUPERVISION (think “branch manager” or “sales manager”).

Two additional roles, FRONTLINE SUPERVISION (think “teller supervisor”) and ENGAGEMENT SELLING (think “universal banker”) are subsets of these primary roles.

For hiring managers, it’s vital to get an assessment that can evaluate the strengths and weaknesses of each candidate for the specific type of selling that they’ll be doing every day. These hiring managers need to look at sales capability as a series of skills that can be improved, not a natural-born talent or personality fit.

The most important first step for financial industry hiring managers is to screen candidates using the Optimum Performance Profile™ sales assessment. This cutting-edge hiring tool is based on the results of our industry research, and it can predict a salesperson’s performance with a much higher degree of accuracy than a standard interview.

Learn more about these assessments today to improve the success rates of your bank or credit union’s new hires, and get in touch for a free trial so you can increase revenue in 2019.

Hire right every time - assessments for salespeople