Posted to Shop Management Forum on 10/12/2013
Pay Plans for Sales People II
Okay, there are some holes in the 'pay for behavior versus
pay for results' idea presented in the first post. But
that's okay; it got us thinking about the relationship
between behavior and results. I'm engaged in a couple of
training projects that has me thinking about this. If I may
elaborate, maybe you can offer some helpful suggestions or
insights and answer a couple of questions I have at the end.
The expectation (or at least the hope) with any intervention
of training is that people will acquire knowledge & skills
that will improve their performance, which in turn yields
positive results. Results can be in the form of more cars
fixed right the first time, in the case of technician
training, or more inquiring phone calls converted to jobs in
the shop, in the case of a service advisor, or any other
number of results (goals) depending on the training. The
concern (for me) isn't the training itself, it's with what
happens after. If people don't apply what they learned,
what's the point?
A trainer is in an awkward position of sorts. He (or she)
doesn't have any authority or even any influence over what
happens in the workplace (back to behavior). As a trainer
you HOPE that people will use what they learned, but whether
they do or don't is out of your hands. Some might wonder,
what's the big deal? If you did a good job of delivering the
training, you're done. What happens from there isn't your
concern. While that's true, you want your clients to realize
their goals. You want them to have a good ROI -- That's
Return On INSTRUCTION as well as Return On INVESTMENT.
A common occurrence from a behavior standpoint is
backsliding. We've all seen it and probably experienced it
ourselves. Maybe we apply something for a time, but slowly
but surely we slide back to our old ways.
There are at least two reasons for this. First is that
change comes hard. When you have habits for doing things a
certain way, it's not just hard, but darn uncomfortable to
change. The second relates to our propensity to insist on
being instantly gratified or to see immediate results.
However, anything that we do that is new or different is
going to be less than great at first. You know the old
adage, practice makes perfect. It takes a while to get good
at stuff; and we tend to not like that which we're not good
at, hence the backsliding.
So how is this addressed? Here's how I see it (if anyone
else sees it differently, I'm listening). An owner/manager
will have one of five attitudes when it comes to training,
from worst to best they are: 1) Preventing 2) Discouraging
3) Neutral 4) Encouraging 5) Requiring.
Because this post is already pretty long, I'll not expound
on these (you probably get it anyway), but suffice it to
say, a REQUIRING attitude is the best of the five.
So it boils down to these two short and straightforward
1) How does one convince, motivate, and/or inspire an
owner/manager to adopt a requiring attitude?
2) What, if anything, can a trainer do to convince,
motivate, and inspire those he (or she) trains to be
persistent and also patient as they work through the
discomfort of mastering new skills/processes?
MDH Automotive Services
Richville, Michigan, USA
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