A poor fit
As managers, we are responsible for helping those we oversee succeed in jobs that match their talents. Sometimes we find we are dealing with a good person who is a poor fit for the position he is in. I encountered this early in my career as a sales manager. I worked with a rep who had great technical skills and product knowledge, but his sales territory never hit targeted revenues. He didn’t have the talent for sales. I had to let him know he had 60 days to find another job. He was not pleased. Knowing his technical skills were good, however, I was able to get him an interview with a major manufacturer that was hiring an engineer.
The importance of talent
Gallup defined talent as “a recurring pattern of thought, feeling, or behavior that can be productively applied” (“How Great Managers Define Talent,” Business Journal, November 11, 1999). Many people don’t realize their true talent, yet it is the prerequisite for excellence in their role in life. It is how we form opinions, feel the emotions of others, handle confrontations, and pick up subtle differences in each of life’s interactions.
Showcasing talent
Identifying whether a person is competitive, generous, or ego-driven helps define the nature of their talent. As a sales manager, your responsibility is to steer an employee toward success. As I matured in leading others, I recognized the importance of helping each person I worked with find a position that showcased their talents.
The talent match
Ten years after I had let the rep in my opening story go, I saw him at a national convention. Fearing a confrontation, I tried to avoid him. He chased me down, but instead of horror, I received a hug. He apologized for his previous behavior when I had to let him go and was now the engineering manager for the manufacturing company I had recommended. Lastly, he had embraced the right opportunity and found a good fit. It was a talent match.
Get tips and tricks like the above in The Art of Sales books. Or subscribe to the FREE monthly articles here.