Can trainings “put out a fire of a business”?
Denis Sidenko talks about situations where employees and business executives will really benefit from attending a variety of trainings – from time management training to team building skills – and in which cases money will be wasted
“Do not conduct consulting training” – where should there be a comma in this sentence?
For many experienced business consultants, this is a painful issue. That is, there is always a dilemma – to be a professional or to be a performer. In the corporate development market, there are a lot of business trainers-performers. As a rule, they are ordered training, they conduct it and disappear beyond the horizon. Moreover, regardless of the price tag. This can be seen with trainers for 30 thousand rubles (for a training day) and for 300 thousand rubles. Usually they are engaged in pure training and never in consulting.
With “ideological” business consultants is more difficult. They also have principles – the result is important, the effectiveness. In this they enjoy their work. This is what creates certain difficulties for them. I’ll make a reservation right away, it’s not about all the customers of the trainings, but about the part. It is always nice when a company with clear management and often with its own corporate university orders training. We are talking about cases where training is not used “by prescription”.
Sometimes a client makes a request for staff training, seeing this as a kind of “pill”. So we will accept it and things will go smoothly. Sales will grow, and managers will immediately become motivated and trouble-free. But then a consultant comes and sees that the problem is deeper and cannot be solved by training.
I will say more: 90% of sales problems lie in management. But the point is not that the leader deliberately ignores his duties. Often the problem in management by the leader is not recognized, since he does not think about professional management, enjoying the role model and the authority of the Head. And sometimes it’s true – the manager understands everything, but he is inundated with current affairs generated by the existing management model. And does not have the strength and time to change it. Although understands the need.
In the second case, managers can consciously turn to consultants to build a management system in the company. The first case is difficult. The ego of the pack leader sees in an attempt to change for the better an insult to the perfection of the present. If management is worth changing, does it mean that I do it poorly? It is against the background of such a position that a desire arises to change the imperfect environment. For example, performers.
No, I certainly do not deny such management tools as dismissal and hiring, rotation and training. But management has much more tools and solutions! The main thing is to know and be able to use them. But in order to control the ship, it is necessary to build it. They say that a correctly asked question already carries a solution. In my opinion, rather, it gives direction to thoughts. If you want training for staff, the following questions will help you realize if you really need it. Or it’s better to think about management audit.
Do you want sales training?
Do you have a Sales Book? Are there any instructions and regulations that describe the business process in which the seller is involved? Are the entry and exit points of this process described? How should the seller behave in what cases? Scripts of telephone conversations? Meeting Scenarios? Is there a department or a person who oversees the implementation of regulations and standards by the sales department? Are there any prescribed funnel stages? Do you know the funnel stage conversion statistics for each seller? But in general there is something to sell? How fast does procurement and logistics work for you? How often do cash gaps make customers wait? Who works with customer reviews?
If not, sales training will not help you much. Everything will quickly return to normal.
Do you want to train sellers in time management so that they do better and know how to organize their working hours? This is an extremely unsuccessful request, because time management is a tool of a leader, not a subordinate. Ask a question: how are you doing with business automation? Do you have CRM and is it implemented? Who is organizing and controlling the sales manager’s working day? What does your ROP do and does it have? What are the standards and what reporting do sellers have?
Want to conduct team building training?
And what prevents the team from working harmoniously now? Is there a company structure and how are responsibilities distributed among departments now? Does the company have a corporate culture and who is responsible for its observance? Does each seller know their plan for the month, quarter, year and do you agree with it? How is the interaction between departments regulated? Is its Mission, Values, Vision written and implemented in the company and does management have an understanding – what kind of beast is it and how to use it?