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

Episode 73 · 6 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 unintended consequences ofnot dealing with level twos is the direct impact that tends to have on peoplewho are motivated on your team. You're listening to the audible ready podcast,the show that helps you and your team's sell more faster. Will feat yoursales leader sharing their best insights on how to create a sales engine that helpsyou fuel repeatable revenue growth, presented by the team at force management, aleader in BB sales effectiveness. Let's get started. Hello and welcome to theaudible ready sales podcast. I'm Rachel Clap Miller, joined today by John Kaplin. Hey John, hey, good morning Rachel. Really looking forward to thislast episode in the series of skill will model. Yes, we're continuing ourseries on the skill will model. In our last episodes we talked to begiven overview the model and then we talked about how you can use it tocoach the people with high will on your...

...team, those threes and fours.If you haven't listened to those episodes and are even just unfamiliar with what theskill will model is, go ahead hit pause, take a listen and thencome meet us back here for this part of the conversation and if you wanta visual as we go through this link on the show notes and you cansee a diagram of this skill will model. Today we're going to dive into thoselevel ones and level two's as they relate to that model. These areyour people with low will. So they either had low will and low schoolskill, which are level ones, or they have low will but high skill, and we call those people your level too. So, like I said, we'll try to keep repeating this so you don't get confused. But,Jean, bottom line here is low will people aren't who we want in ourteams, but they're there and we have to manage them. Yeah, Imean low will people are very critical and urgent for your organization. The painfulpart of this episode for the leader is...

...going to be the realization that thisis happening on your watch and some of the situations may have even been fueledby your own leadership mistakes. Done, done, done, wow, wow, wow. There may be some looking in the mirror here in this episode, but you know right, when we know better, we do that better. No doubt, no doubts. Dive into those number ones. These areour low will, low skill performers. Not Ideal. Yeah, I meanlevel ones are very unfortunate situation. So when someone has low skill and lowwill, there's really nothing you can do, and I know that's going to behard for some people to hear that. The hard realization for leaders is thatlevel ones don't start out as level ones. They always come from somewherehouse on the grid, and where they come there's only one place they cancome from and it's when a three slides to a level one, meaning theyhad high will at some point but got...

...jaded and lost motivation. And inmany cases the slide began from your lack of leadership or management attention, andthat hurts. So I don't want you to clam up. I've open yourears and continue to listen to me on this topic. So the number onereason we tend to hang on to a level one is because we feel guilty. They move to a level one from a level three on our watch.And if 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 just notsavable, the best thing you can do is move them out of the businesswith dignity and respect. With dignity and respect, it's important you take that, you know, seemingly hard step, because in action can put tremendous pressureon the rest of them. Organization. You know, how often have yougone to, you know, a top performer level for like, think aboutlast quarder. How many times as you go to a level for and askthem to do unnatural things and their own...

...forecast or pipeline to cover a shortfallfrom your level? You know, from your level ones? This is thefastest way for you to lose credibility and your organization. So don't lose yourlocker room because you did not take care of your leadership responsibilities. Handle allyour talent situations with dignity and respect. Too often I hear leaders trash talkabout level ones and it feels like they're trying to deflect blame away from themselves. Always do the right thing, right right with those level ones. Itis what it is right. You don't want to keep them on too long. Making them available to a better opportunity that is better suit suitable for themis one way to look at it. So let's let's just to those leveltwos, John. These are the people who could do the job if theyhad the motivation right. These are high skill, low will people. Theseare the folks who could be great if they had that motivation. Mean LevelTwo's are the most difficult leadership situations to...

...deal with in the skill will model, in my opinion, the so these people are typically making their numbers butthey have bad attitudes or behaviors that can negatively impact the team. So I'vehad a lot of discussions with leaders about these types of individuals and very fewleaders actually have the confidence in themselves to address these individuals properly. So whenwe let level to do things that they do typically disruptive to the team orcustomers and or the company, it sends a horrible message to the rest ofthe team and I've actually seen leaders get fired because they did not take propercare with these level two individuals. So there's no amount of revenue worth itto me to have one individual destroy the continuity and morale of the rest ofthe team. It's just there's there's none. There's no excuse for that. Soone of the biggest unintended consequences of not dealing with level twos is thedirect impact it tends to have on people...

...who are motivated on your team,you know, particularly your threes, so those who have high will but lowskill. So remember, level threes are the people looking elsewhere for their leadership. When you're not available to them, they typically are going to go withthe Level Two's and they will learn bad habits and behaviors, very, verydangerous, right, because those level twos have the skills those level trees don'thave. Right, exactly exactly, and another point here, with these levellevel twos, these people with the skill but not the will, it's importantto dig a little deeper and find out what the reason is for that lowwill, that low motivation, and just to see if there's a way thatyou can have such a great point, Rachel. You know, I nevertook on a level two until I found out the story behind their situation.My father used to say everybody has a...

...story. So remember, if youlook at the grid, there's only one on the place a level two cancome from, and that's a level for. So, no matter how you sliceit or dice at a level two could be a level for and wasa level for before. So a top player with the right motivation, maybethey you know, we're there and just lost the will. If it wason your watch, you probably know what caused them to have this 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 asa leader is when I confronted a level two about their attitude and Idrew the skill will model on a white board and walk them through all ofthe quoddrants. Then I handed them the...

...marker. I've since called this thepower of the pen. So I handed them the marker and ask them tomark where they thought they were. Always almost always a level two. Willmark themselves as a level for so the power of me taking that marker andputting that person in the box of a level two and then drawing a veryspecific line between my mark and their mark and a dramatic way, followed bya very specific and detailed examples of the behaviors and actions that I need themto stop, has proved to be an excellent way to get the conversation started. So I typically take an empathic tone on my questions, as I askedthe level to where and how he or she thinks they went astress. Overthe years, I've received some interesting answers and I want to really really askyou to open your hearts and minds on this next statement, so you knowwhen level fours have slid to level two's...

...on my watch. My eyes havebeen opened about some things that you know, things that I may have communicated thatwe're not taken well, or commitments that I did not honor. Youknow, and I lump these reasons into a category that I call feeling wrongedfeeling wrong. I've also been deeply moved by stories of abuse, loss andpain that have caused changes and people's behaviors, and so what I've learned is youalways need to stay close to your human resources organization and these situations.So most 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 itdoesn't mean that we can't be empathetic, but always, always stay close toyour HR leaders. So the bottom line is, no matter what the reason, it needs to be made clear that the bad behavior or attitudes need tostop immediately, right because it's impacting the...

...rest of the team and it's goingto start to take some of your other some of your other players, downto that low, low will category. So let's wrap it up, John. This is wrapping up our series, but specifically give us some spirit aroundmanaging those ones in two so yeah, so for me, ones and twosor critical for you as a leader, I call it handling your business.Unfortunately, my experience tells me, but by the time someone becomes a levelone, it's too late, and I know we'll probably people give some comments. Please do give me some comments on this. People are like you know, you should never give up on anybody. I'm just telling you what the datasays. If, by the time somebody becomes a level one, it'sit'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 heavy, even if it's good place guilt,it doesn'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 would have had to have first been a level for and there's alwaysthe story behind that transition. So go find out what it is and doit now. Do it today. You've got a level to handle your businesstoday. The more you wait with a level to, the more Dang yourin damage that you know can happen to your culture and the culture of yourteam. And remember the attitudes and behaviors of your level toos often contribute tothe slide of a level three to a level one. Go Handle Your Businesstoday. Own It right. Thank you so much for this conversation, John, my pleasure. All Right, and thank you all of you for forlistening. I hope you have enjoyed these series. Again, there's are there'sthree episodes in the series. One breaks down your skill will model. InOur last episode, John Went Through coaching,...

...your reason for is and today,of course, the ones in Twos, and be sure to check out theshow notes. You've put some additional resources there to help you. Thankyou so much for listening to the audible ready sales podcast. At force managementwe're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programsthat build company alignment and fuel repeatable revenue growth. Give your teams the abilityto execute the growth strategy at the point of sale. Our strength is ourexperience. The proof is in our results. Let's get started. Visit US atforce MANAGEMENTCOM. You've been listening to the audible ready podcast. To notmiss an episode, subscribe to the show in your favorite podcast player. Untilnext time,.

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