The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 73 · 3 months ago

Skill and Will: Your 1s and 2s

ABOUT THIS EPISODE

Our final episode in our “Skill/Will” series (link to the diagram below), takes a deep dive on your people with low will, level 1s and 2s. Low-will people aren’t who you want on your teams, but you may be dealing with some of these people right now. Hear how you can manage low-will people to the best of your ability and avoid people losing will while they’re on your teams.

Here are some additional resources on Skill/Will:

- The Skill/Will Model Infographic [Diagram]

- https://bit.ly/3ftMTDS

- The Skill/Will Model Explained [Article]

- https://bit.ly/3hP2X6h

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website. 

One of the biggest unintendedconsequences of not dealing with level tos is the direct impact it tends tohave on people who are motivated on your team you're listening to the audible, ready,podcast, the show that helps you and your teams sell more faster willfeature sales leader sharing their best insights on how to create a salesengine that helps you feel repeatable. retenue growth presented by the team offorced management, a leader in POB sales effectiveness. Let's get started hello and welcome to the audible, readysales podcast, I'm Rachel, Clap Miller, joined today by John Catlin, Hey John,hey good morning. Rachel really looking forward to this last episode in theseries of skill will model. Yes, we're continuing our series on the skill willmodel in our last episodes, we talked to me gave an overview e model, andthen we talked about how you can use it to coach the people with high will onyour team, these threes and force. If...

...you haven't, listened to those episodesand are even just unfamiliar with what the skill whale model is, go ahead, hitpause, take a listen and then come meet. US back here for this part of theconversation and if you want to visual as we go through this link on the shownotes- and you can see a diagram of this skill- will model today we'regoing to dive into to those level ones and level twos as they relate to thatmodel. These are your people with low will, so they either have low wall andlow skill, which are level ones or they have low, will but high skill, and wecall those people your level to so. Like I said, we'll try to keeprepeating this, so you don't get confused, but Jean bottom line here islow. Will people aren't who we want in our teams but they're there, and wehave to manage them? Yeah I mean low. Will people are very critical andurgent for your organization. The painful part of this episode for theleader is going to be the realization...

...that this is happening on your watchand some of the situations may have even been fueled by your own leadershipmistakes, Don Dumdum Wow. There may be some looking in the mirrorhere in this episode, but you know right when we know better. We do batbetter, no doubt no, not dive into those number ones. These are low. willlow skill performers that ideal yeah, I mean level ones- are a very unfortunatesituation. So when someone has low skill and low will there's reallynothing? You can do, and I know that's going to be hard for some people tohear that the hard realization for leaders is that level ones don't startout as level ones. They always come from somewhere else on the grid andwhere they come, there's only one place they can come from and it's when athree slides to a level one meaning...

...they had high will at some point butgot jaded and lost motivation and in many cases the slide began from yourlack of leadership or management attention and that hurts. So I don'twant you to clam up. I Open your ears and continue to listen to me on thistopic. So the number one reason we tend to hang on to a level. One is becausewe feel guilty. They move to a level one from a level three on our watch.I've had deep and long discussions with leaders who spend an inordinate amountof time trying to save level ones, and it's my experience that they're, justnot savable the best thing you can do is move them out of the business withdignity and respect with dignity and respect. It's important you take thatyou know seemingly hard step, because in action can put tremendous pressureon the rest of organization. You know how often have you gone to you know atop performer, a level four like think about last quarter. How many times didyou go to a level for and ask them to...

...do unnatural things and their ownforecast or pipe line to cover a short fall from your level? You know fromyour level ones. This is the fastest way for you to lose credibility andyour organization, so don't lose your lack errum because you did not takecare of your leadership. Responsibilities handle all your talentsituations with dignity and respect. Too often, I hear leaders trash talkabout level ones and it feels like they're trying to deflect blame awayfrom themselves. Always do the right thing right right with those level ones.It is what it is right and you don't want to keep them on too long, makingthem available to a better opportunity that is better suit suitable for themis one way to look at it. So, let's, let's just at those level to s John Tes-are the people who could do the job if they had. The motivation like these arehigh skill. Low will people. These are the folks who could be great if theyhad that motivation mean leveltwos are the most difficult...

...leadership situations to deal with andthe skill will model. In my opinion, the so these people are typicallymaking their numbers, but they have bad attitudes or behaviors that cannegatively impact the team. So I've had a lot of discussions with leaders aboutthese types of individuals and very few leaders actually have the confidence inthemselves to address these individuals properly. So when we let level to dothings that they do typically disruptive to the team or customers andor the company, it sends a horrible message to the rest of the team andI've actually seen leaders get fired because they did not take proper carewith these level to individuals. So there's no amount of revenue worth itto me to have one individual, destroy the continuity and morale of the restof the team. There's just there's, there's none! There's no excuse forthat. So one of the biggest unintended consequences of not dealing with leveltos is the direct impact that tends to...

...have on people who are motivated onyour team. You know particularly your threes, so those who have high will butlow skill so remember level. Threes are the people looking elsewhere for theirleadership when you're not available to them? They typically are going to gowith the level tos and they will learn bad habits and behaviors very, verydangerous right, because those level to s have the skill that those level treesdon't have right. Exactly exactly and another point here with these levellevel tos these people with the skill, but not the will it's important to diga little deeper and find out what the reason is for that low. Will that lowmotivation and to see if there's a way that you can help such a great pointRachel, you know I never took on a level too until I found out the storybehind their situation. My father used...

...to say everybody has a story. Soremember. If you look at the grid, there's only one place, a level two cancome from and that's a love for so no matter how you slice it or diceat a level too, could be a level for and was a level for before, so a topplayer with the right motivation. Maybe they you know were there and just lostthe will if it was on your watch, you probably know what caused them to havethis issue. Let me repeat this: If it is on your watch, you probably alreadyknow what caused them to have this issue of attitude behavior desire. Ifit's not on your watch, meaning you inherited the person, I would alwaystake the time to find out the story. So one of my favorite experiences as aleader is when I can front to the level to about their attitude, and I drew theskill- will model on a white board and...

...walk them through all of the Plodeth.Then I handed them the marker. I, since called this the power of the pen, so Ihanded them the marker and asked them to mark where they thought they werealways almost always a level two will mark themselves as a level for so thepower of me. Taking that marker and putting that person in the box of alevel to and then drawing a very specific line between my mark and theirmark in a dramatic way, followed by a very specific and detailed examples ofthe behaviors and actions that I need them to stop has proved to be anexcellent way to get the conversation started. So I typically take anempathic tone on my questions, as I asked the level to where and how he orshe thinks they went astray. So over the years, I've received someinteresting answers and I want to really really ask you to open yourhearts and minds on this next statement. So you know, when level force have slidto level tos on my watch. My eyes have...

...been opened about some things that youknow things that I may have communicated that were not taken wellor commitments that I did not honor. You know, and I lump these reasons intoa category that I call feeling wronged feeling wrong. I've also been deeplymoved by stories of abuse, loss and pain that have caused changes inpeople's behaviors, and so what I've learned is you always need to stayclose to your human resources organization and these situations, somost of us aren't trained and how to handle situations of abuse or addiction,and so it's tough for us to give advice to people, but it doesn't mean that wecan't be empathetic but always always stay close to your HR leader. So thebottom line is no matter what the reason it needs to be made clear thatthe bad behaviors or attitudes need to...

...o stop immediately right, because it'simpacting the rest of the team and it's going to start to take some of yourother. Some of your other players down is ofthat low low will category. So, let's wrap it up John. This is wrapping upour series, but specifically give us some spirit around managing those onesin Tus yeah, so for me, ones and twos are critical for you as a leader. Icall it handling your business. Unfortunately, my experience tells me,but by the time someone becomes a level one. It's too late and I know willprobably people give some comments. Please do give me some comments on thispeople are like you know. You should never give up on anybody. I'm justtelling you what the data says if, by the time somebody becomes a level one,it's really really difficult to save them, and then you wind up spending toomuch time trying to save them, because of something that you know you areexperiencing some guilt or what have. Even if it's good place guilt, itdoesn't mean that saving them is the right thing to do for your organization.So my experience also reminds me that,...

...in order to be a level to, you wouldhave had to have first been a level for and there's always a story behind thattransition so go find out what it is and do it now do it to day. You've gota level to handle your business today, the more you wait with the level to themore danger and damage that you know can happen to your culture and theculture of your team and remember the attitudes and behaviors of your level.Tos often contribute to the slide of a level three to a level one go, handleyour business today on it right. Thank you so much for this conversation John,my pleasure all right and thank you to all of you for for listening. I hopeyou have enjoyed these series again. This there's three episodes in theseries. One breaks down your skill will model in our last episode. John wentthrough coaching yours, frees and fours,...

...and today, of course, the ones in twosand be sure to check out the show notes you put some additional researchesthere to help you. Thank you. So much for listening to the audible, readysales podcast at force management. We're focused on transforming salesorganizations into elite teams, are proven methodologies. Deliver programsthat build company alignment and fuel repeatable revenue growth, give yourteams the ability to execute the gross strategy at the point of sale. Ourstrength is our experience. The proof is in our results. Let's get startedvisit us at force. Management Com. You've been listening to the audible,ready podcast to not miss an episode subscribe to the show in your favoritepodcast player until next time. I.

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