Step 1: Accumulate 10 Questions Every Day
Why ask subordinates to ask questions? This serves two main purposes.
The first purpose is to let him establish independent thinking ability and serious attitude by collecting business problems. If you are not serious, the real problems in the market, customers, products, processes, and systems will not be found and solved no matter how much time you give them in the future. And you have to know that if you don't ask these questions from his point of view and from his mouth now, these questions will sooner or later become "stumbling blocks" on his growth path. Early detection, early countermeasures.
The second purpose, collecting questions can help him strengthen communication and get along with other colleagues. Think about it, for the 10 questions every day, for the value and quality of these questions, he will naturally find colleagues and customers to ask, verify, and discuss every day. Many times, in the process of collecting and discussing problems, his own thinking boundaries have also been broadened, and he can handle some things relatively objectively from a global, market, and long-term perspective. If the subordinate is a newcomer, this practice of regularly asking him to collect problems can also help him connect with colleagues and quickly integrate into the team.
Step 2: Complete two collaborative visits
What is a collaborative visit? That is, the boss and his subordinates go deep into the front line together, visit customers together, and deal with business problems together. Old salespeople all know that "the first site of business is the best training site". The boss takes his subordinates on business trips and visits together. There are two effects that cannot be obtained in the office. One is seeing is believing. The boss can clearly see how the subordinate treats the customer and how to deal with the problem, and can express his opinion in time after the visit. Similarly, through collaborative visits, subordinates can also see clearly how the boss talks about business, how to treat people and things, and how to find the best business solution in principle and flexibility. This process is called "I will do you and see" in sales counseling technology.
Looking at the whole process of dismantling a collaborative visit, the discussion before the visit is often "you tell me to listen" or "I tell you to listen", during the visit it is "I do what you see" or "you do what I see", after the visit The retrospective effect will produce "you ask me to answer" again. A good collaborative visit is an in-depth, meticulous and rich business study, and the teaching is mutually beneficial. Many subordinates, when you take him to visit for the second time, you will find that he is skilled in business and grows rapidly.
Step 3: Give him a "special assignment"
There is a saying at West Point Military Academy: "The hardest iron must be passed through the fire with the highest temperature." The truth behind this is that it is only possible to excel if you have challenged different tasks. Behind such tasks represent certain challenges, pressures, difficulties, and obstacles.
In the sales team, what special tasks can be given to subordinates who need special training? The best way is to discover tasks from your actual business needs. For example, you want to solve the problem of price conflict between a certain online channel and offline, the problem that the main store in a key city cannot enter, the conflict in the handover of new and old dealers in a certain area, the slow introduction of a new product into the market Problems such as the problems that you want to learn from your competitors, a new promotion method you want to learn from your competitors, etc., can all become "special tasks" for your subordinates.
In the "special task" mode, subordinates are valued and their abilities are expanded. The quality of the task results also helps you decide the next business direction, management focus, or help you solve a specific business development stumbling block. . Most importantly, the sense of personal accomplishment and team belonging that subordinates get when they complete a special task is completely different from hitting a regular sales target.
Step 4: Establish "imaginary enemies" on the career path
In the enterprise, the way to drive the sales staff to rush forward is mainly the digital drive of sales goals and the incentive drive of personal income. This sense of material acquisition is real, but not all. No matter how strong the heart is, in the day-to-day sales career, they will also be slack and tired. In fact, everyone needs to establish goals other than material things, and it is often many senior salespeople who have enjoyed income stimulation through the newcomer stage. , this demand is stronger. Bosses can use the method of establishing "imaginary enemies" to help subordinates find the benchmark they want to become and the boundaries of their personal abilities that they need to break through.
Generally, there are three kinds of people who can become subordinates' "imaginary enemies":
one is internal people. For example, in another business department, a colleague who has joined the company for a similar time as him but has continued to develop, ask him to think carefully about the similarities and differences between the two, and what is worth learning.
The second is outsiders. You can choose the person in charge of the main competitor, who is at the same level or higher than him, and ask your subordinates to think about the other party's business practices and their own business strategies that can surpass the other party.
The third is the boss himself. You can let the subordinate think for a while, to observe you, if he is you, how to deal with the current business, problems, conflicts or needs.
You can regularly communicate with your subordinate about his thoughts on these three "imaginary enemies." The purpose of this "three comparisons" is to allow him to establish a benchmark for ability growth, so that he can shift his focus from his own emotions to the solutions to specific people and things. The process of "three comparisons", for a person, is the process of helping him open his mind, expand his horizons, and establish new goals.
Today, I focused on sharing how to use four methods to provide informal training to subordinates in the daily process of bringing subordinates to help them grow, improve their abilities, and build team stickiness. You are welcome to apply these practices to your work, and you are welcome to share your thoughts and feelings.
