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

Episode 72 · 10 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 to be in tune with your people stories. 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 BTB sales effectiveness. Let's get started. Hello and welcome to the audible ready sales podcast. I'm Rachel Clup Miller, joined by John Kaplan. Hi John, Hey Rachel. Excited to continue the series. Yes, we are continuing our series on the skill will model. Last week we spoke about the overall importance of using something like the skill will model to help you categorize the people on your team and manage those people, meet them where they are. If you haven't listened to that episode and Are Unfamiliar With what the skill will model is, hip pause, go take ten minutes, go to the episode we published last week,...

...listen to that first and then come back here. Today we're going to dive into what we call the level threes and fours. These are your people with high will. Level threes have that low skill, but they still have the high will. They want to they want to do a good job. Level fours are your top players right your high will, high skill. We're going to keep repeating those characteristics so that you can keep it straight in this conversation that I know most of you aren't sitting there with this diagram in front of you. You're listening at the gym or in your car or what you're doing. John, I'm sure some of our listeners, let's just ground here, are wondering why we're starting this breakdown with the threas and force and not the ones into so, yeah, it's a really, really good question and if you caught that, I'm really proud of you out there, if you're listening. So if you're asking, why do there's? It's one, two, three, four, why are we starting with threeason four? So Hi will, if you remember, the threes and fours have high will, and...

...for me, high will people are the people that we have to have on our teams. My philosophy has always been if you are on my team and you give me great attitude and great behavior, you get my leadership first you earned it. That's a great way to great way to think about that. So let's start with these number fours. These are high will, high skill. Why we paying attention to them, John? Because they can. They can do it without us. Right. Well, yeah, that's the that's a really, really important statement. You said they can do it without us, so we should all be so lucky to have a team full of, you know, level force. These are high achievers and we need to delegate to them and promote them. So there are a whole lot of things that leaders do wrong with these people, but the biggest mistake is to leave them alone while you deal with other problems in the organization, and this is how we lose great talent. A lot of times people stay. Somebody surprised us. Can you believe that level four they left? Or what happened? You...

...really dig into it. They had been leaving for a while and we'll dig into that a little bit more. But how many of you've been a level for before and your company just left you alone? You know, there's an old saying a rolling stone gathers no moss, so being left alone sounds like gathering moss to me. So the best thing you can do with a level for is to get them involved with others on the team, especially the level threes. Yeah, I want to talk about that. I just want to make a comment on what you said. If you think about many of you listening have been level fours before at your company, and think about that own mindset that you're in is as maybe people didn't your managers didn't pay attention to you, and that's going on, could be going on for those level fours on your team right now. So go ahead on I was just going to say to follow up on what you said. As you're going through this exercise, you can also do it is put yourself in these categories. So we're going to ask you to assess your people, but when you put yourself in...

...this you know assess yourself where you personally are in your organization. That's also an eye opening experience. So don't hesitate to do that as we go through these examples. Yeah, and, and you said it in the earlier episode, it's a moment in time right we can, we can shift around, especially when it comes to our will, so to speak exactly. But you mentioned the best thing you can do with the level for is to get them involved with your level three. Those level threes are the people who have the will but don't necessarily have that high skill. So we want the force to help coach the three. So what am I doing as a manager to get those fours, those people with high will high skill, involved with the threes who maybe don't have the skill? Yeah, so with a lot of level force, they are expecting to get promoted, as they should be. You know, you should be thinking about ways to promote your level force. And some people get turned around on this when they say, well, you know, I don't have an opportunity for them to be the next leader. Would...

...have. It's not always promotion doesn't always mean like to the next role. Promoting can be highlighting and and pulling them out and that type of stuff is like that's also a definition of promotion. But they to be clear. They are expecting to get promoted. It as they should be. But many times organizations don't prepare people well to lead others. And I remember a time for me when I was a level four and I was, you know, a little frustrated with how long it was taking for me to get promoted. When I brought it up to my manager, they said, John, if you want the next job, act like you already have it. I'm going to repeat that. If you want the next job, act like you already have it. And some of the greatest advice that I've ever received. So when I press my leader to tell me exactly what that meant for me, they gave me the opportunity to mentor others on the team Whoa what an experience that was. I was great at doing my job, but not great at explaining...

...why I was good at my job and how that would help you, if you I was mentoring you, how that would help you learn how to do it like me. So one of the best things you can do with level fours is to get them involved with the level threes and don't just assume that they're automatically going to know how to do that. There's some great learning and development in that practice of helping connect level fours and level threes. Great. So let's shift now to those threes. What am I doing here? So level threes are your diamonds in the rough. These are the people that are, you know, typically eager new hires who have strong will but low skill as it relates to kind of what your company does. So I've seen busy leaders fall into the level three trap. You know, as leaders were always pressed for time and as a result, the development of our UPAND commers falls by the wayside. In fact, the most common post attrition thing I hear leaders say about their former level threes is, I always thought that I had...

...a little more time. You know, some level threes don't wait around for their absent leaders to lead them, so they look for others. You know, think about it, if you're looking for leadership, you don't look side ways, you look up. And if your level fours are not involved with the team, the only people that they will see when they look up is a level to high skill, but low will attitude, behavior person and you can instantly imagine what bad outcomes can happen here. Bad behaviors and attitudes from level two's can easily and quickly rub off on level threes. This can be catastrophic for your organization. Right. It's like a virus, right. Yes, yes. So how do I, as a manager, I know some of you listening out there thinking, thinking through this. How do I, as a manager, get my level threes to level force? Yeah, I...

...mean first we make sure that we have very good development plans in place. As a company. You have to make sure that the what and the how of the job are clearly defined. This is the skill part of the job and for the will part of the job, I like to always start with the why. Why does what we do matter? Make sure you have the four cential questions nailed. What problems am I solving for my customers? How specifically do we solve those problems? How do we solve them differently or better than anybody else, and where have we done it before? Next, pair them with great level for mentors to show them how the job is done and help them understand the good, bad and ugly about the INS and outs of the job. This helps them get a very realistic view of the skill in action. That's great to let's wrap it up, John. Give us some spirit around managing this part of the skill. Will model those frees and forces people with high wells but varying skills. So, first of all, I...

...consider this the best part of my job, coming to work in the morning, working with people with great attitudes and great behaviors. It just motivates me to be the very best as a leader that I can be. You know, if you give me a great effort with your attitude and behavior, you do the things we're asking you to do, no matter what your success and execution you have. For the time being, for sure you 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 the skill sets. You have level force, and so you you know that's a tough reality for some people that, like I'm not the best at asking discovery questions or I'm not the best at negotiating, but there are people around you that probably are the best and I always, always look to level force who can help me and help themselves in their own leadership development. At the same time, don't be...

...too proud to go to a level for and ask them for help and mentoring a level three. It can be sometimes some of the greatest leadership actions that you'll take. Yeah, and I think the other bottom line that you set at the at the top. You don't want to leave any of these players alone. Never yeah, everybody has a story, which we're going to talk about next week. Everybody has a story. Your job is to be in tune with your people. Stories. Love that, all right. So, as John said, we've given you the overview, the model. We broke down threason for us today. Next week we're going to talk about the ones and twos. These are the people with the low will on your team. You might have some you're dealing with right now. Join join us for the podcast next Tuesday. Will break break that 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 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,.

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