When employees fail to meet expectations, it’s their own fault, right? Well…sometimes, but not as much as you may think. And… rarely are managers held accountable for employees that don’t work out.
Consider the case of Rick C., an outgoing, experienced, sales professional with long-standing clients and a string of impressive contacts. Suddenly, his seasoned, sales-oriented manager was replaced by a young, techie-type personality who realized quickly that Rick was not at all like him. “You’re not as technically oriented as I need you to be,” Rick remembers him saying. “So I’m terminating you, effective immediately.”
Stunned but undaunted, Rick quickly landed another sales position at a nearby bank.
His new manager, Jake, was fully aware that while Rick could easily make contacts and generate new business, he didn’t have the technical expertise some customers might expect. But Jake had a plan: he offered to provide training in areas where Rick was weak.
Today, after attending some seminars and webinars, Rick has become an extremely valuable, well-rounded salesperson. He’s proud of not only the new customers he’s introduced to the bank but also how deftly he utilizes the bank’s new software to showcase their latest upgrades to potential customers. Not bad for a salesperson once deemed “nontechnical.”
What are your managers doing to boost employee retention? Is a future leader or sales star being overlooked simply because you can’t see past shortfalls? It’s all about the relationship, and like any relationship, the one between employee and employer must exhibit open communication, willingness to adjust, accountability, and commitment in order to flourish. Without these ingredients, cementing loyalty and trust is an uphill battle.