Sim🔍n Wilkins

It’s like a finger pointing to the moon.

Don’t create a situation that causes back to back interviews. This is a very important process and people’s lives and the company’s future is at stake when you get it wrong. Make sure there is sufficient time to interview each candidate and don’t put yourself under undue and unnecessary pressure to bring people to the company.

Think very carefully about why the executive isn't performing to the best of their abilities. Have a one to one chat about their life in general including things that are troubling them and the challenges they are facing. Ask them why their team isn't cooking on gas. Make it plain to the executive that their teams performance is crucial to their own survival of being employed, in the nicest possible way. If things don't improve, make a change, get rid of them as quickly as possible and identify someone capable of leading and managing a team to meet your expectations. Procrastination will cause discontent. Never mind improvement plans, if the executive holds a responsible position, there's no time to waste improving them, make the change.

See the picture from every angle. Salespeople sometimes lack the sense to see the whole picture because they are too focused on their own needs and requirements. Listen twice as much as you speak. Consider your approach. Cold Calling is a waste of time if you don't have the right approach. CRM sales is about building relationships and trust before the sales proposition. Start with the simple needs, wants, benefits and reasons concept. Why should they buy from you? What's so good about what you're selling? Why should they listen to you. You're not their best friend. Make communications professional, not sales based or best buddies style. Ask whether what you have will be of benefit or help them. Show reasons why they should listen.

Many neighbours have greed or inconsideration matters to resolve at some stage. Usually it's about greed or entitlement or just a lack of consideration. The UK legal system provides for the seller of a property to disclose any issues prior to sale. Hopefully, this helps to identify previous disputes. When a dispute has been noted, it's worth just considering whether this will be a fundamental issue for anyone moving in next door. Do proper research, check social media for the people involved and get a measure of who they are and how they conduct themselves.

I would ask questions around being in the role. How would you manage upwards? How would you manage your team? What would you change when you’re offered the role? Why do you consider yourself as a leader? What is the current UK base rate? This type of question is geared to see what else people know outside of their specialism and the wider world. Ask when they felt they were ready for the role. What do they think the role entails and what are the key guidance indicators to make a success of the new position. How would they manage staff appointments and dismissals? Turn the interview around. Ask them to interview you for a role in their team. Ask about their long and medium term goals. How do they deal with bosses who demand action?