71 In Sales as in Football Unfortunately, I see this same phenomenon in advertising sales departments. It looks like this: • A manager has an open position and is in des- perate need of a salesperson because the po- sition has been open for a while. • The manager recruits and hires a seller. • Because the seller is filling an open position that has been open for a while, the man- ager does not follow any type of onboard- ing program. After spending very little time with the seller, the order is given. “Go sell.” This process is a fast track to nowhere, and sellers usually depart prior to their one-year anniversary or as soon as their compensation guarantee ends. This is called turnover, and turnover is not a good thing (in sales or in football). Talent Develops When a Relationship Exists Between the Seller and the Manager A proper onboarding plan communicates many things to a seller, and the most important is, “I care.” When a manager tells the seller, “I care,” great things happen! World-class managers understand that caring starts before a new seller's first day on the job— this is called pre-boarding. Here are some im- portant things to do before a new hire starts: • Pre-boarding will make your new hire feel wel- come from day one and pave the way for a positive first-day experience. • In the time after you hire the new employee and before their first day, you should let your team know a few interesting facts about their new team member, why they were hired, and the role they will play. • You might also consider sending your new hire a friendly note or welcome messages from their teammates. • Also, let them know where to go on the first day and provide them with any paperwork that can be completed ahead of time. • Let the team know a new seller will be start- ing. An email sent to your current team intro- ducing the new seller is a nice touch! • It helps to have IT set up their computer, log- ins, and passwords before they arrive. The Following Things Should Be Ready to Go for Day One on the Job: 1. Be Prepared for Their Arrival: • Clean desk and workstation. • Computer (set up and ready to go). • Business cards sitting on their desk. • A schedule for the first several weeks. • A training plan that includes sales process training as well as product training. (This plan should map out the first several months on the job.) 2. Talent Assessment If you have access to a talent assessment, meet with the seller to review their strengths and chat about how they can use these strengths to be successful. 3. Discuss Talents + Goals Every individual has a unique set of talents, inter- ests, goals, motivations, and work styles. It is es- sential that a manager understands the individual they are coaching in order to build a stronger re- lationship and further their development. During the seller's first week on the job, a manager should meet with them and discuss: • Their talents and interests. • Their expectations and goals (sellers have ex- pectations and goals too). • Things that are important to them.