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Train New Staff Members The Right Way

Training isn’t just about the classroom, its about the environment in the office. Especially when it comes to new staff. That means a culture that is productive and works tandem. New staff hires typically come into the office environment, fresh out of a few training sessions, and maybe get a tour of sales floor before being plopped down into a chair and put on the calls.

The issue with this is that the sales manager should be controlling the interaction and environment around the new hire. It’s not the new hire’s fault if they fail on a sales strategic plan, it’s the sales manager who failed to put in the proper protocols to make that strategic plan work.

One of the major components that a sales manager can do for new hires is control the sphere of influence and training received on those first few weeks.

New staff hires are typically fresh out of college. They haven’t learned who to trust and who to ignore. That leaves them susceptible to being influenced by Negative Ned or Nancy – the poison-spreader who the more seasoned employees have learned to ignore.

While the process of getting Negative Ned or Nancy out of the building entirely may be grinding to its slow, human resources conclusion, if they have the ability to sour the attitude of your new employees, it just extends the negativity after Ned or Nancy have exited stage right.

I believe that successful people surround themselves with successful people. Sales managers should do the same with successful sales staff, having them mentor new staff hires and sit next to them during calls.

This is a great opportunity for those A players seeking promotion to also show their management skills, as they take a young sales associate under their wing for a few weeks.

It also works great with Negative Ned or Nancy repellant, as the A player will already know to avoid them and to warn the new hire from receiving any influence from that rain cloud personality.

This type of matching up scenario is something that I experienced in college. When I was able to select my study partner for a group assignment, I found people in class who were proactive like I was. The results were great. It was only when the professor assigned me with a classmate who didn’t care to study, didn’t have time or interest on getting the best grade, that the end result project suffered.

There’s a reason that group work does exist. My theory is that it provides you with an opportunity to detect who is capable of assisting with tasks and those with personal assets that you found most appealing to make the project happen. It also provided an additional window to show which borderline sociopaths would be part of the group, yet take credit for the end result while doing nothing. Those are your Negative Neds or Nancys.

At least, that was my theory on group work, anyway.

The same type of mentality can be said of the sales floor.

Some of the A players want to be able to move up, so by taking on good young hires, they can prove the supervisor that they are ready to be promoted. They will also provide the new hires with great principles on sales skills and time management, as well as mentoring advice.

This is all about capturing the right culture for new employees, rather than letting Negative Ned or Nancy spew garbage and promote a poisonous environment. Until of course, HR gives you approval for Negative Ned or Nancy to be booted out the door.

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