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

Episode 73 · 10 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 of not dealing with level twos is the direct impact that tends to have on people who 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 your sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team at force management, a leader in BB sales effectiveness. Let's get started. Hello and welcome to the audible ready sales podcast. I'm Rachel Clap Miller, joined today by John Kaplin. Hey John, hey, good morning Rachel. Really looking forward to this last episode in the series of skill will model. Yes, we're continuing our series on the skill will model. In our last episodes we talked to be given overview the model and then we talked about how you can use it to coach 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 the skill will model is, go ahead hit pause, take a listen and then come meet us back here for this part of the conversation and if you want a visual as we go through this link on the show notes and you can see a diagram of this skill will model. Today we're going to dive into those level ones and level two's as they relate to that model. These are your people with low will. So they either had low will and low school skill, 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 our teams, but they're there and we have to manage them. Yeah, I mean low will people are very critical and urgent for your organization. The painful part of this episode for the leader is...

...going to be the realization that this is happening on your watch and some of the situations may have even been fueled by 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 are our low will, low skill performers. Not Ideal. Yeah, I mean level ones are very unfortunate situation. So when someone has low skill and low will, there's really nothing you can do, and I know that's going to be hard for some people to hear that. The hard realization for leaders is that level ones don't start out as level ones. They always come from somewhere house on the grid, and where they come there's only one place they can come from and it's when a three slides to a level one, meaning they had high will at some point but got...

...jaded and lost motivation. And in many cases the slide began from your lack of leadership or management attention, and that hurts. So I don't want you to clam up. I've open your ears and continue to listen to me on this topic. So the number one reason 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 amount of time trying to save level ones and it's my experience that they're just not savable, the best thing you can do is move them out of the business with dignity and respect. With dignity and respect, it's important you take that, you know, seemingly hard step, because in action can put tremendous pressure on the rest of them. Organization. You know, how often have you gone to, you know, a top performer level for like, think about last quarder. How many times as you go to a level for and ask them to do unnatural things and their own...

...forecast or pipeline to cover a shortfall from your level? You know, from your level ones? This is the fastest way for you to lose credibility and your organization. So don't lose your locker room because you did not take care of your leadership responsibilities. Handle all your talent situations with dignity and respect. Too often I hear leaders trash talk about 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. It is 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 them is one way to look at it. So let's let's just to those level twos, John. These are the people who could do the job if they had the motivation right. These are high skill, low will people. These are the folks who could be great if they had that motivation. Mean Level Two'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 but they have bad attitudes or behaviors that can negatively impact the team. So I've had a lot of discussions with leaders about these types of individuals and very few leaders actually have the confidence in themselves to address these individuals properly. So when we let level to do things that they do typically disruptive to the team or customers and or the company, it sends a horrible message to the rest of the team and I've actually seen leaders get fired because they did not take proper care with these level two individuals. So there's no amount of revenue worth it to me to have one individual destroy the continuity and morale of the rest of the team. It's just there's there's none. There's no excuse for that. So one of the biggest unintended consequences of not dealing with level twos is the direct 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 low skill. 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 with the Level Two's and they will learn bad habits and behaviors, very, very dangerous, right, because those level twos have the skills those level trees don't have. Right, exactly exactly, and another point here, with these level level twos, these people with the skill but not the will, it's important to dig a little deeper and find out what the reason is for that low will, that low motivation, and just to see if there's a way that you can have such a great point, Rachel. You know, I never took 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 you look at the grid, there's only one on the place a level two can come from, and that's a level for. So, no matter how you slice it or dice at a level two could be a level for and was a level for before. So a top player with the right motivation, maybe they you know, we're there and just lost the will. If it was on your watch, you probably know what caused them to have this issue. Let me repeat this. If it is on your watch, you probably already know what caused them to have this issue of attitude, behavior desire. If it's not on your watch, meaning you inherited the person, I would always take the time to find out the story. So one of my favorite experiences as a leader is when I confronted a level two about their attitude and I drew the skill will model on a white board and walk them through all of the quoddrants. Then I handed them the...

...marker. I've since called this the power of the pen. So I handed them the marker and ask them to mark where they thought they were. Always almost always a level two. Will mark themselves as a level for so the power of me taking that marker and putting that person in the box of a level two and then drawing a very specific line between my mark and their mark and a dramatic way, followed by a very specific and detailed examples of the behaviors and actions that I need them to 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 asked the level to where and how he or she thinks they went astress. Over the years, I've received some interesting answers and I want to really really ask you to open your hearts and minds on this next statement, so you know when level fours have slid to level two's...

...on my watch. My eyes have been opened about some things that you know, things that I may have communicated that we're not taken well, or commitments that I did not honor. You know, and I lump these reasons into a category that I call feeling wronged feeling wrong. I've also been deeply moved by stories of abuse, loss and pain that have caused changes and people's behaviors, and so what I've learned is you always 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 it doesn't mean that we can't be empathetic, but always, always stay close to your 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 to stop immediately, right because it's impacting the...

...rest of the team and it's going to start to take some of your other some of your other players, down to that low, low will category. So let's wrap it up, John. This is wrapping up our series, but specifically give us some spirit around managing those ones in two so yeah, so for me, ones and twos or critical for you as a leader, I call 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 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 data says. If, by the time somebody becomes a level one, it's it's really, really difficult to save them, and then you wind up spending too much time trying to save them because of something that you know you are experiencing, 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 always the story behind that transition. So go find out what it is and do it now. Do it today. You've got a level to handle your business today. The more you wait with a level to, the more Dang your in damage that you know can happen to your culture and the culture of your team. And remember the attitudes and behaviors of your level toos often contribute to the slide of a level three to a level one. Go Handle Your Business today. Own It right. Thank you so much for this conversation, John, my pleasure. All Right, and thank you all of you for for listening. I hope you have enjoyed these series. Again, there's are there's three episodes in the series. One breaks down your skill will model. In Our last episode, John Went Through coaching,...

...your reason for is and today, of course, the ones in Twos, and be sure to check out the show notes. You've put some additional resources there to help you. Thank you so much for listening to the audible ready sales podcast. At force management we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (165)