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A reader writes, "During orientation, new hires work alongside employees in different departments. One employee, extremely knowledgeable about an important product in our line, does a great job of training non-sales employees but a mediocre job of training the reps. Sometimes he seems to resent being asked to interact with the salespeople. What do I do about this?"
Most employees understand the importance of orientation, often welcoming the chance to "show their stuff" or the change in routine. Others (thankfully the minority) struggle with the whole concept.
Diagnose the Situation
Figure out what, specifically, is really going on here. Why would an otherwise diligent employee train his co-workers one way and act completely differently with the sales folks?
Have a Chat
Get to the bottom of the situation. Meet with the employee. Assume this person doesn't know it's an issue. Point out what you have observed and others have said about his interactions with the new reps. Could he be an introvert who has trouble relating to the more outgoing reps? Did he have a bad experience with one or more of them in the past?
See what he has to say. Ask a question such as, "How can we improve this situation going forward?" Work towards a solution together.
Negativity and Stereotypes
Don't be surprised if he makes derogatory remarks about salespeople and the profession of sales in general. He might say something like, "They make more money than I do for running around all day talking to people," or "What a bunch of sleazy characters."
Avoid arguing or trying to correct him. As uncomfortable as it may be, let him say it. At the very least, you gain a better understanding of what you're dealing with.
Do the Math
Take the emotion out of the discussion by talking dollars and cents. When employees understand how their individual contribution impacts the bottom line, it makes an impression. Say to this person, "Our average sale for this product is $38,000. Well-trained reps close about three more sales per year."
"If we hire two new reps this year, that's $228,000 in additional sales revenue the first year and $684,000 over a three-year period. With that money, I can potentially budget for a new position in your department and purchase badly needed equipment for another. That amount of money would mean a lot to this company. I hope it would mean a lot to you as well."
Dole out the Compliments
Tell this employee how much individuals in other departments and new sales reps benefit from working with him. Let him know the value of his product knowledge to the entire company. Provide a few specific examples. Try saying, "You have the ability to make the complicated sound simple and with this product - that's a real plus." Remind him of the excellent training he's provided to non-sales employees over the years.
Sometimes we assume employees know their worth and understand their contribution to the big picture. Often, they don't.
Accompany the Salesperson
Whenever a non-sales employee visits customers or prospects with a salesperson they usually come back with one overriding feeling - respect - for the profession and what salespeople actually do.
Send this employee out for a day or two with different reps (preferably the better performers). I guarantee they'll think and feel differently about many things afterwards. Typically, they develop a friendlier, more cordial relationship with the reps.
No Solution
If none of these potential solutions corrects the problem, ask someone else to handle this section of orientation. The best person for the job isn't usually the only one. Another employee may welcome this new opportunity. When reps feel uncomfortable they aren't learning half as much as you might imagine. Begin their tenure at your company with a positive experience. It's worth it.
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