TEAMLEADER TRAINING 101 by Mark W. Daigle

We should go over some fundamentals in the Training for the Teamleaders. With us approaching a year now, I can see our Managers aren’t developing the TL’s. So far we only have been able to promote one agent, Aki, to get to an acceptable level. All the rest were TL’s before.

We can hire all the agents we need but it’s the Team Leaders that will make us successful.

Managers;

You need to look at ways to constantly motivate your Team leaders. Look at different scenarios for success. You need to be proactive. To be constantly thinking of better ways to bring up the performences of your TL’s and Confirmers. In order to do this correctly you should;

1. Get feed back from your TL’s. Have them, with your help, Isolate specific areas to concentrate on.


2. Read a book. It doesn’t need to be directly related to sales. Sometimes we find our answers to our challenges in different places. I like to read about successful people. Coaches, Generals and other leaders. They are also humans who through adverse situations they were able to size up their challenge and figure out a way to win.


3. Most of the time you already have the answers. The challenge is execution of a plan. Or even a plan. You can’t expect success if you don’t plan. Imagine yourselves. Are you looking like you are interested? That you appear to have a plan? That you show confidence and people look up to you for Solutions?


4. Look over the reports each day. Look for areas of improvement. Do you know which of your agents are really successful? Do you know why others aren’t? KNOW YOUR REPORTS.


5. Talk to your Team Leaders. If you can open them up you probably will see different ways to motivate them. Give specific direction and follow through. Inspect what you expect.


6. Drill the Team Leader. This will be a little difficult at 1st but in no time it will get easier. I would roll play a lot more. Give different challenges and test how they answer. Spot check to see if the TL is motivated. We are all humans and have our daily challenges outside the office. Are we able to leave the problems at the door when we come to work?


7. Have an understanding with your staff as far as expectations and growth. Paint the picture-track the growth on regular basis. If I were a Manager I would look at the least performers everyday. Isolate! I would once a week have the agent pitch the Teamleader like a customer. Then I would do the same myself on the TL’s. Always point out what you think is good and what needs to improve. Then give exercises, training, motivation and any other solutions to help them.


8. Question fitting in. We need to have the floor not thinking about anything else except the customer. Fellow Agents and other staff here aren’t our customer.


9. Maturity. Professionalism, take control, have solutions, be Mature and develop the confidence in everyone around you.
   
   If you have a bad day then get mad about it. Don’t just pass it off because it will bite you again tomorrow. The most successful people I know or read about all say the same thing-being mad at substandard performences helps motivate your brain to come up with solutions.
   
   When you have a good day look at why. Again, isolate what worked. Let performers know you are aware. Compliment to specific people specific things they do.
   
   Most importantly, never give up. Fight for success! Make yourself deserve it. If you never challenge yourself you will neer be a success. Do you want to let yourself, your Maker, your Family and Friends down?
   
   As I’ve said before, I don’t want you all to work too hard. Once you’ve set your path for success it’s a lot easier to work. I want all of you to be successful not only in the office but to go through life too. Your Families need you to be strong. They will respect you, they will immulate you and they will benefit from you.
   
   Now get mad, don’t get down. Use your emotions to create solutions. I belive All of you know several ways to improve-it’s already in you. I could write a new script, document performers and nonperformers, read through the numbers. Do one on ones. Find the strengths and weaknesses in your staff. Compliment what they do well and see if that’s enough. If so then don’t worry about what they don’t do well. They may just be able to be successful. When we look at too many things to fix we confuse our selves, who we are teaching and you will have the same problem tomorrow. Take small steps each day and then review them the next. Don’t Expect things to be done-inspect what you want done.