August 5, 2016 — In our global industry it should be no surprise that there are actual reasons why the turn-over ratio of marketing and sales reps is often excessive and costly. Those causes run the gamut from (e.g.) management tactics that just hire ‘bodies’ (aka: ‘churn and burn’) to poor training or just plain apathy, etc. Of all the reasons that ultimately cause unwarranted turn-over situations; a yuuge one is the contagion of a less than stellar attitude that takes root on day one and slowly consumes its newest victim within the first few weeks of joining the team.
So Here’s The Scoop: Far removed from the developer and the C-Level management peeps including HR personnel, after new hires begin that first day in the trenches they are surrounded by various personality types including, but not limited to: Those who are positive, those who are not so joyful (including the under-performers), the average producers, the Super Stars and then of course the mix of personalities from the sales guests the new reps meet & greet whose personas also come in various flavors, so to speak.
Between the mindset of the marketing or sales manager, the existing reps and the sales guests, introduction into a timeshare marketing or sales center can often be disconcerting and one of the first issues that all new and seasoned reps are confronted by is who to associate with within the confines of their new and often confusing maze.
It is during that first day on the job as those newly established alliances begin to form that the seed is planted and the outcome of the new hire in terms of performance, productivity and longevity is born.
The evolution sort of reminds me of what most of our parents taught us as kids; hang out with the wrong or negative crowd and bad things will happen. Hang out with the less-than-positive or mediocre crew and not much will happen, but soar with the positive thinking and producing eagles – you’ll fly higher than you ever thought possible and only the sky is your limit.
This is why marketing and sales centers should have a mentor, an experienced, positive and trusted advisor assigned the task of creating the foundation and runway on which all new hires will have the greatest probability of rocketing to success.
And though that mentor could be anyone from the (e.g.) HR person who hired the new rep to the marketing/sales manager, at the end of the day those folks are often either too busy or not accessible when the new hire requires the critically important initial guidance.
When building a successful marketing and sales team there are several areas to consider but for now, without interfering with any existing processes having a staff advisor on the ‘floor’ to guide the new reps will pay the developer, management and the new reps handsomely.
I say that because recruiting, screening, interviewing, hiring, training and then retaining marketing and sales reps who will succeed is not an inexpensive process especially when it is understood that the moment a new rep is infected with ‘negs’, that contaminated new hire will literally cost the developer tens of thousands of dollars in lost sales – and maybe for a very long time.
And I could provide a plethora of real world scenarios that occur daily in most timeshare marketing and sale centers that conclusively prove the toxin has a direct correlation to those lost sales dollars (volume, revenue and profits) – but, what the heck; as long as those STATS are met, nothing else matters. Right?
Oh Well; NEXT!
Good Luck Out There
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