The theoretical part of training in a nutshell was to ensure that their subordinates may be four stages of readiness to perform work: able – configured, can not – configured, is capable of – is not set and can not – is not configured. Depending on the stage in which the subordinate manager is obliged to apply four different approaches, combining different proportions of directiveness and support. All the approaches documented in the formulas and sealed by the author, Paul Hersey training. In the first approximation, all is simple: if, for example, the employee is capable of, but not configured, it should be motivate, not instructing. And if not, say, set up and not able to act "directive" – the principle of "you can not – teach, do not want – to make." If with the abilities and attitude of subordinates in all it was videozadachkah more or less clear, with the assessment of the adequacy of the behavior of superiors on the screen problems. For example, it was difficult to understand – explaining the operation of the computer system, zavskladom supports its employees or instructs? Nor does it quite clear – the boss, rubbing skinny Chinese girl that that sales had fallen by 12%, chastises a subordinate or so trying to help her? Controversy subsided only for dinner.
Shabby conversations on business At half-time sales training was found out a couple of fun things: two members of the business of training "dispatched" to understand the book of corporate sales training or not, and one girl, Catherine Demko, she was business manager of the company's "Organization of time." She was curious to see how work colleagues. "One of my favorite coaches – Alexander Solomatin of companies 'Mainstream' Daughter 'Ecopsy consulting'" – confessed Catherine. According to Demko, once one of his customers complained that more than a year he can not arrange a personal meeting with a potential buyer – he finished with a polite refusal.