MANAGEMENT DEVELOPMENT

Your MANAGERS aren't managing anything at all.

 

WHY? great salespeople rarely  make even average managers

If you believe that your managers could be performing better than they are (they could) here are three things that typically hold them back:

wrong skillset

Do your managers struggle to, well, manage?

Whether they’re looking after a branch or a team of suppliers, most managers in the electrical industry are in their position because they were the best at selling (or taking orders). Selling isn’t people management. Selling isn’t performance reviews. Selling isn’t HR. Mess up here, and you could lose more than just a bit of revenue.

can't see the big picture

Are your managers driving growth, or are they just keeping things ticking over?

 

Pushing a team to excel is about more than the odd ‘motivational’ speech or inspirational meme followed by some passive-aggressive emails about KPIs.

 

Management done right means higher revenues and greater profits. Management done wrong means you're paying for a very expensive baby sitter.

THEY CAN't DELEGATE

Noticing your managers are still doing a lot of tasks they shouldn’t be?

If they’re selling, then they’re not leading. If they're not leading, the ship that is your business is adrift without a captain. Letting go is hard, but it’s one of the fundamentals of management that will drive profits beyond your wildest expectations.

Look, growing your own is great. But, your people will never grow to their potential if you don’t help them along the way.

The good news is if you want to invest in your managers you've come to the right place.

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THE PROCESS

1

Discovery meeting with MD/GM/OWNER

2

Sample session

delivered

3

Our roadmap created and client services agreement signed

4

Tailored training and curriculum developed

5

Delivery and implementation

6

Performance assessed and results evaluated

WITH MY DIRECTION YOUR MANAGERS WILL:

1

Learn to lead

2

Put an end to tick-box appraisals

3

Run sales meetings that are more than people listing their figures while everyone else stares at the wall

4

Manage performance

with purpose

5

Learn what motivates different types of people and how to put that knowledge into practice

6

Start structuring their days with strategy and purpose in mind

7

Master time Management

8

Know what to look for when hiring new salespeople and how to test them at interview

9

Become your salespeople’s coach,

not their mate

WHY ME?

If you’re looking for someone to come in and deliver a couple of days training every 12 months, you’ve come to the wrong place. I only train electrical salespeople. I know our industry and the unique challenges we face so I know that approach doesn’t work.

Sure, you might see a boost in your revenues immediately after a one-off training session. But before long, the enthusiasm wears off, memories fade, and your managers are right back where they started.

You need a partner.

To maximise return on investment management training must include continuous re-enforcement. Little and often. That’s where I come in. 

You see, I’m not just a sales trainer, I’ll act as your interim sales director.

100% results-focused. Leading from the front. Practicing what I preach. Feeding back to you.

Contact me, and I’ll be in touch.