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Who Do You Fire First?

b2ap3_thumbnail_who-do-you-fire---buy-in-versus-performance.pngThis blog was originally published by Forbes, whom we received permission from to republish. By Ty Kiisel It’s definitely counter-intuitive, but it could be one of your top performers. I was introduced to this idea by Patrick Morin, a brilliant sales executive and two-time turnaround CEO. Although the context of our discussions have been primarily regarding building, motivating, and keeping the best sales professionals, I’m convinced the same concepts apply to every role within a company—small or large. Although it’s sometimes the top performers that should find their necks on the chopping block first, it’s not their performance that puts them there. Most people want to contribute to something meaningful, something that will outlast their particular contribution. Our job as leaders is to inspire our employees with that vision—something that has them excited to start the workday every day. Unfortunately, not all of our employees buy-in to that vision. Some are even detractors. Morin looks at his employees on a four-grid scale with “Buy-In” on the vertical axis and “Performance” on the horizontal. When evaluating employees and potential employees he puts them into one of four categories: High Buy-In/ Low Performance Low Buy-In/Low Performance High Buy-In/ High Performance Low Buy-In/ High Performance Over the years I’ve been compelled to work with high-performing colleagues who didn’t like the company, had no respect for our customers, disliked their colleagues, and continuously shared their discontent with anyone who would listen. Like a cancer, their bad attitude spread throughout the organization—while they were otherwise regularly recognized for high performance. Morin suggested, “That would be......
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Don't race to the close with false claims

It was going along pretty well until he said it. Chances are, you've all heard a version of it at least once before: "If you really want this one, grab it now, because it's the last one left, and I've had a couple of folks in this week looking at it."Gary probably didn't realize the negative impact of his words, but it was too late. We left the bike shop without buying and, frankly, feeling the need to shower.In trying to create a sense of urgency to move the transaction along, he used what's normally called the "opportunity method" of closing. Unfortunately, most buyers react very negatively to this method and would rather walk away.Why? It creates doubt and skepticism and erodes credibility. What he said might have even been accurate, but that doesn't matter. The "I have one left" statement has been deeply etched into buyers' psyches as something salespeople say just to close a deal. Used in the manner that Gary did, it sounds hollow and false.Is there a way to communicate the same thing without the negative impact? Yes.First off, it must be absolutely true. If we're going to say we have one left, we'd better only have ONE left. There is no jiggering this. It's binary — we either do, or we don't. We are truthful, or we are lying.The risk of damaging our company's reputation is far too great if it is untrue — so great that it has been a fireable offense in our ......
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