Sustainable change does not occur overnight. It occurs over time by changing the small things people do on a daily basis.
As mentioned in a previous post, I have made my way back into the field. Currently half of my staff is new with less than 4 weeks tenure with us. The other half of my employees have developed bad habits that have cause the location to go from 250+ units a month to less than 90 units.
Today marked the 3rd day I was at the location and in 3 days we have done roughly 33% of the stores current monthly production!
One of the most important aspects I’ve learned when it comes to building habits is to have a goal in mind prior to taking on the challenge. My goal is to strive to get my employees to earn a very, very healthy commission check for themselves on a consistent basis. But how?
That’s where the habit creating tools come into play. Currently there are two groups that I will be working with – those with habits instilled and those with no habits instilled.
Simple! Right?…
Yes and no. You have to start by gauging which of the tenured employees may be a bad fit for the location. This is simple to do. Have the conversation of what you’re wanting to do with everyone – in this case ensure everyone makes the highest commissions possible.
Then break down the process by showing how you will help them achieve that goal. But make it realistic and manageable. In my case I had to break down the compensation plan to them from what they could earn on a per unit basis to what it translated to holistically. This helps them grasp the concept instead of it being abstract.
Once you’ve gained their buy in to your plan, that is when the true fun can begin.
What happens if you don’t get their buy in right away?
Sometimes it can take more than just work to show the team you are serious about what you preach. this was the case for me with one individual. They were afraid I would be replacing them completely – with good reason, if they don’t get with the program then they will be the first to go.
But having the conversation with them of how I want to ensure they earn the most and how that translates to my position was a first step. Another step was fixing some of the tech issues they had at the location. Within a few hours I had 3 of the terminals up and running for my location – something they had not been able to accomplish in the last 6 months. Granted I had help from our IT department, it non the less helps show that I will push to get things done at my location.
The other aspect is having the conversation of helping develop this individual. When either coaching or using constructive criticism, be sure to precede it with something they do well and you’re glad they can do. This shows you acknowledge their contribution to the team. Then mention what you want to help develop within them. For this certain individual it is being able to lead and ensure the location is productive.
Before the day was over, this individual was bought into the plan I have for the location. Who would say no to having really healthy commission checks every month on a consistent basis?
Exactly!
I also laid out the 3 month plan I have for my new hires on how I want to help build their foundation of skills and knowledge in our industry. This will be something I will cover in greater detail as the days go by. In future posts I will share what I am wanting them to achieve, the processes I am setting up for them to help build to correct habits and ensure they are successful. As I guide you through this adventure, I will be chronicling the successes, failures, learning and adjustments that are all too certain to occur throughout this adventure.
Remember, no matter which system you use to help facilitate and rehabilitate habits, you will need to be flexible and able to adapt them to your situation. Be open with the idea of needing to modify a portion of your plan to ensure your team’s success.
