Fix My Interviewing Skills
I don't think this person is a good fit, but I have no real reason to NOT hire them, so I guess I have to.
There is a reason why your gut is telling you they're a bad fit. Interrogate your gut until you find out what that reason is. Low energy, lack of enthusiasm, low engagement, could not provide concrete examples, lack of drive... These are all justified reasons to not hire someone. NEVER set someone up for failure!
"This is the third time we've talked about your adherence. If I don't see improvement in 30 days then you're going on a formal warning."
If I don't see improvement immediately, tomorrow, this week, etc.
I promised to buy the team door dash if they hit the goal this week. They didn't hit it but I'm going to buy them door dash anyway because they tried really hard.
Trying hard is not the same as winning. Do not give the same reward for them.
I always focus on the lowest performers when I need to bring a number up.
I always focus on who will improve the most after I coach them.
I need to know if my agents are taking their breaks.
online break tracker
"Looks like you lost an eye. Does that mean we'll have to buy you some kind of special monitor for one-eyed people?"
Do you have an restrictions that will prevent you from performing the essential duties of the job?
You've gotten a lot of transfers? I know it's not your fault. Today's just not your day. Try to survive til the end of your shift and maybe you'll have better luck tomorrow.
Why give up on the rest of the day? There's still calls to be taken! They could turn it around or at least minimize the damage. Also, never let a sales agent believe in luck.
I think the team leaders are agreeing to a bad decision but I don't want to turn this into a big debate so I'll just bite my tongue.
Healthy debates are healthy! I need to present my concerns even if we ultimately decide to go another direction.
My top rep applied for a job in another department. I don't want to lose her so I told her all the downsides of taking that job. I also went to the TL over that department and told them to stop recruiting my people.
I'm proud to have coached someone up to the next level. That reflects well on me as a leader. My job is to coach the next person up to that level.
My agent swears they followed their schedule exactly yesterday, yet their adherence was 85% and they don't know why.
Check their schedule in ewfm. If that doesn't give you what you need, check the trace report.
I need to hire this person! She had no weaknesses, and she said she's been the top employee at every job and her bosses always loved her!
People LIE in interviews. Never accept their words as fact.
Corroborate their stories by reviewing their resumes or asking follow up questions. Uncover that deeper layer that they might not present up front.
"I agree that this change dumb but this is what John/Brian/Tracey/Barry wants so we have to do it."
"I understand you may have concerns but let me explain why we're doing this and how it helps the company."
It reflects well on me if I catch my cheaters before others do, especially if it's someone outside of our dept.
I'm going to run a contest for my team to get more qualified leads. The top 5 will each get 1000 youshine points.
That is over your 2000 point per month budget.
I got feedback from CCT that one of my sales agents entered a custom order, but they are not custom trained. I want to know if it was an accident or if they do this all the time.
Custom Orders report from Joe.
I'm skeptical about this candidate, but TA really seems to like her a lot. Maybe I should give her a shot.
TA won't save me when my team numbers are bad. I'd better make this decision myself.
Your numbers are down so here's what we're going to do. 1) I'm going to listen to 5 of your calls. 2) I'll schedule you time to sit with a high performer. 3) I'll get you a job-aid to help your PSPrint sales
Sound good?
Put some accountabilities on the agent, don't take them all on yourself.
I'm going to start working from 5:00am to 1:30pm, because my reps aren't in that early so I can work for a couple hours without distractions.
If my employees are bugging me it's because they need something. If I make myself unavailable they'll just go bug another leader. I need to be here when my team is here.
Do not place more value on the interview than on what we've actually seen in real performance.
I suspect one of my agents might be splitting lines to increase their LPO.
The dupe line count report from Joe.
The 3 things I look for in a candidate are drive, coachability, and sales experience.
drive, coachability, and a history of achievement (promotions, awards, etc.)
"Your RPC was so good last month when you were being consistent with your qty upgrades. But now I listened to 3 calls and didn't hear a qty upgrade on any of them. I'm going to have you work with our sales coach for the next 2 weeks to get your qty upgrades back on track..."
"I don't know why my numbers are bad. Just having a bad month I guess."
Yes, I know the numbers are bad, but I've already done some digging and know the root cause and here is my plan to turn it around.
My team's averaging $900 in specialty, but I have several people under $300, so I'm going to have a contest where anyone over $300 wins youshine points.
Anyone over $900 should win, or else the team's average could get worse and you still spent the money on youshine points. The ROI on your contest is a negative number.
The agent swears they never give discounts other than PSC and toolkits, yet they were over the discount limit for the month.
Discount Double Check!