One of the common mistakes that managers make is assuming that their staff members know more than they actually do. Never presume since “we covered that during orientation” or “it’s in the employee handbook” that any given message was fully understood and absorbed by your personnel. The tendency is to barrage new staff with information as they are first employed, when they are least likely to fully comprehend it, and then never follow up to see what their retention is.
Most managers tend to have an attitude of “that may be true elsewhere, but not at my store”. Yeah, right! To prove my point, this week ask each of your sales personnel to communicate your store’s brand story. This should not be an assignment that can be rehearsed, nor should it feel like a test. Merely approach individuals during a free moment and ask them to extemporaneously explain to you why your store is unique, as they would to a customer.
See if they know your firm’s legacy. Each firm should possess unique selling propositions for the customer. How are these being conveyed? If your firm is aligned with a particular group, is this story being demonstrated to the customer in a manner that they would find compelling? Do your organizations values and culture resonate throughout the presentation?
If so, congratulations! You’ve done an excellent job training a well qualified teammate. If not, recognize this as an opportunity for both you, and the sales person, to improve your respective abilities.
Tom Jennings
