Give employees the right training.
We’re constantly looking internally for people that we can
teach our system to so when
the opportunity or a project
comes up, we have the people
to do it.
There’s two parts to training.
Education is where you sit
somebody down and they read
things, they listen to tapes, they
listen to lectures, they learn
about what the job is and how
to do the job. Training for sales-people is 100 days … 30 days of
classroom training, lectures,
tapes, myself, the president of
the company, different people in
different departments.
The second part of training,
and the most critical, is when
the salesperson goes out to
the field. They’re not put right
in front of a customer. Their
manager does on-the-job
training. They show them how
to clothe. They show them
how to do a presentation. As
the salesperson gets better,
they’re given more time with
the customer.
Promote for the right reasons.
You
have to hire the good people,
the good employees, but also
you’ve got to make sure you
have the right people doing
the right jobs. I think that’s
where a lot of companies fail.
They promote people into a
job as a reward rather than
promoting people that can
really do the job.
A good manager has to
have certain qualities. The
most important one they
have to have is the ability to
promote, demote or fire people without emotion.
When you promote somebody into a different job or a
new job, they have to be qualified for that job. They have to
be the right fit for the job,
they have to be the right person for the job, otherwise
you’re doing both the company and yourself a disservice
because if they are not the
right person for the job, obviously, they’ll fail.
When you’re promoting
somebody to a new job, it’s
like hiring a new person.
You’ve got to know them,
you’ve got to make sure
they’re the right personality
for the job, you’ve got to
make sure they know how to
do the job and that they’ll be
successful in the job. It’s not
just a reward.
HOW TO REACH: LGI Development, (281) 362-8998 or www.lgidevelopment.com
