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

Episode 72 · 3 months ago

Skill and Will: Your 3s and 4s

ABOUT THIS EPISODE

Continuing our series on the “Skill/Will” Model (link to the diagram below), this episode covers people with high will, level 3s and 4s. High-will talent are the people you want to have on your team, they’ll improve your ability to succeed and maintain competitive advantage in your market. This episode shares what you can do to keep and leverage your level 4s (high will, high skill) and how you can help your level 3s (high will, low skill) become top performers as well.

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

Four Questions Every Sales Organization Needs to Answer

https://bit.ly/3c3jfnz

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

Everybody has a story. Your job is tobe in tune with your people's stories. 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 revenue growth presented by the team offorced management, a leader in PT sales, effective this let's get started hello and welcome to the audible, readysales podcast, I'm Rachel Clippie joined by John Catlin Hi John HayRachel excited to continue the series. Yes, we are continuing our series onthe skill wheel model. Last week we spoke about the overall importance ofusing something like the skill will model to help you categorize the peopleon your team and manage those people meet them where they are. If youhaven't listened to that episode and Are Unfamiliar With what the skill willmodel is, hip has go. Take ten minutes...

...go to the episode we published lastweek. Listen to that first and then come back here today we're going todive into what we call the level threes and force. These. Are Your people withhigh will level threes have that low skill, but they still have the highwill they want to? They want to do a good job level force. Are Your topplayers right? Your high will high skill we're going to keep repeatingthose characteristics so that you, you can keep it straight in thisconversation that I know most of you aren't sitting there with this diagramin front of you, you're listening at the gym or in your car or what you'redoing John, I'm sure some of our listeners, let's just ground here, arewondering why we're starting this breakdown with the trees and force andnot the ones in juice, yeah. It's a really really good question, and if youcaught that, I'm really proud of you out there if you're listening. So ifyou're asking why to this, it's one two, three four: why are we starting withtrees and four? So I will, if you remember, the threes andforce have high will and for me I will...

...people are the people that we have tohave on our teams. My philosophy has always been if you are on my team, andyou give me great attitude and great behavior, you get my leadership first,you earned it. That's a great way to great way tothink about that. So, let's start with these number force. These are high,will high skill. Where are we paying attention to them? John, because theycan they can do it without us right. Well, yeah, that's a that's a really,really important statement. You said they can do it without us, so we shouldall be so lucky to have a team full of you know, level force these are highachievers and we need to delegate to them and promote them. So there are awhole lot of things that leaders do wrong with these people, but thebiggest mistake is to leave them alone. While you deal with other problems inthe organization- and this is how we lose great talent a lot of times-people say somebody surprised us: Can you believe that love fore they laughtor what happened? You really dig into...

...it. They had been leaving for a whileand we'll dig into that. A little bit more, but how many of you been a levelfor before, and your company just left you alone, you know, there's an oldsaying: a Rolling Stone Gathers, no moss, so being left alone sounds likegathering moss to me. So the best thing you can do with a level for is to getthem involved with others on the team, especially the level threes. You know Iwant to talk about that. I just want to make a comment on what you said. If youthink about many of you. Listening have been level horse before at your companyand think about that own mindst. That you're in, as maybe people didn't yourmanagers, didn't pay attention to you and that's going on could be going onfor those level force on your team right now so go ahead. John, I was just going tosay it to follow up on what you said as you're going through this exercise. Youcan also do it is put yourself in these categories, so we're going to ask youto assess your people, but when you put...

...yourself in this, you know assessyourself where you personally are in your organization. That's also an eyeopening experience, so don't hesitate to do that as we go through theseexamples. Yeah and- and you said it in the earlier episode- It's a moment intime right we can- we can shift around, especially when it comes to our will.So to speak is, but you mentioned the best thing you can do with the levelfor is to get them involved with your level three. Those level threes are thepeople who have the will, but don't necessarily have that high skill. So wewant the fours to help coach the three. So what am I doing as a manager to getthose fours? Those people with high well high skill involved with thethrees, who maybe don't have the skill yeah so with a lot of level force, theyare expecting to get promoted as they should be. You know you should bethinking about ways to promote your level force and some people get turnedaround on this when they say well, you know I don't have an opportunity forthem to be the next leader or would...

...have it's not always. Promotion doesn'talways mean like to the next role. Promoting can be highlighting and andpulling them out, and that type of stuff is like that's also a definitionof promotion, but they to be clear. They are expecting to get promoted asthey should be, but many times organizations don't prepare people wellto lead others, and I remember a time for me when I was a level four, and Iwas you know a little frustrated with how long it was taking for me to getpromoted when I brought it up to my manager. They said John. If you wantthe next job act like you already have it, I'm going to repeat that if youwant the next job act like you already, have it some of the greatest advicethat I've ever received. So when I press my leader to tell me exactly whatthat meant for me, they gave me the opportunity to mentor others on theteam who, what an experience that was. I was great at doing my job, but notgreat at explaining why I was good at...

...my job and how that would help you. Ifyou was entering you how that would help you learn how to do it like me, soone of the best things you can do with level force is to get them involvedwith the level threes and don't just assume that they're automatically goingto know how to do that. There's some great learning and development in thatpractice of helping connect, level, force and level threes great. So, let's shift now so thosethrees. What am I doing here so level? Threes are your diamonds inthe rough. These are the people that are, you know, typically eager newhires who have strong will but low skill, as it relates to kind of whatyour company does so I've seen busy leaders fall into the level three trap.You know is leaders were always pressed for time and, as a result, thedevelopment of our up and commerce falls by the wayside. In fact, the mostcommon post attrition thing I hear leaders say about their former levelthrees. I always thought that I had a...

...little more time. You know some levelthrees, don't wait around for their absent leaders to leave them, so theylook for others. You know think about it. If you're looking for leadership,you don't look sideways, you look up and if your level force are notinvolved with the team, the only people that they will see when they look up isa level to a high skill. But low will attitude behavior person and you caninstantly imagine what bad outcomes can happen here. Bad behaviors andattitudes from level tos can easily and quickly rub off on level threes. Thiscan be catastrophic for your organization right, it's like a virus right. Yes, itdoes a so how do I as a manager? I know some of you listening out there, athinking thinking through this? How do I, as a manager, get my level threes tolevel force? Yeah I mean first, we make...

...sure that we have very good developmentplans in place as a company. You have to make sure that the what and the howof the job are clearly defined. This is the skill part of the job and for thewill part of the job. I like to always start with the. Why? Why does what wedo matter make sure you have the four central questions nailed? What problemsam I solving for my customers? How specifically do we solve those problems?How do we solve them differently are better than anybody else and where havewe done it before next pair them with great level for mentors to show themhow the job is done and help them understand the good, bad and ugly aboutthe INS and outs of the job? This helps them get a very realistic. He of theskill in action that's great to let's wrap it up. John. Give us some spiritaround managing this part of the skill will model those trees and forcespeople with high wheels, but bearing...

...scales. So, first of all, I considerthis the best part of my job coming to work in the morning, working withpeople with great attitudes and great behaviors. It just motivates me to bethe very best as a leader that I can be now. If you give me a great effort withyour attitude and behavior, you do the things we're asking you to do, nomatter what your success and execution you have for the time being, for sureyou get my very best attitude and behavior as a leader. So remember you,as a manager do not have to have the very best in these skill sets. You havelevel force, and so you, you know, that's a tough reality for some peopleare like I'm, not the best of asking discovery, questions or I'm not thebest at negotiating. But there are people around you that probably are thebest, and I always always look to love a force who can help me and helpthemselves in their own leadership...

...development at the same time, don't betoo proud to go to a level for and ask them for help in mentoring, a levelthree. It can be sometimes some of the greatest leadership actions that you'lltake yea, and I think the other bottom line that you said at the at the top.You don't want to leave any of these players alone. Ever everybody has astory which we're going to talk about next week. Everybody has a story. Yourjob is to be in tune with your people's stories. Love that all right. So, asJohn said, we give you the overview model. We broke down three S on foresttoday next week, we're going to talk about the ones and twos. These are thepeople with the low will on your team. You might have some you're dealing withright now. Join, join us for the podcast next Tuesday will break breakthat down for you. Thank you for joining me for the conversation John,my pleasure all right and thank you to all of you for listening to the audible,ready sales podcast at force management were focused ontransforming sales organizations into...

...elite teams, are proven methodologies,deliver programs that build company alignment and fuel repeatable revenuegrowth. Give your teams the ability to execute the gross strategy at the pointof sale. Our strength is our experience. The proof is in our results. Let's getstarted visit us at force. Management Com. You've been listening to theaudible, ready podcast to not miss an episode subscribe to the show in yourfavorite podcast player until next time.

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