75 • Onboarding shouldn’t end after the initial training. It is important that you think about how you can ensure your new hire’s continued growth and development. Have ongoing conversations about what they have learned and how they are doing against the expectations you put in place. Implement specific coaching strategies to maximize their strengths and work around their weaknesses. • Think about all the effort you put into getting that new seller on board. Why wouldn’t you put that kind of effort into their development? Consider sending them personal notes about the good work you notice and introducing them to the right people in the community to help them grow. • Even seasoned salespeople get stuck in a rut from time to time. They can become too focused on product pushing rather than focusing their attention on the custom- er. Your coaching can make a big difference. Reminding them of their natural talent and discussing strategies they can use to reach their full potential can get them back on the road to success. • A key part of onboarding involves making sure your new hire is integrated into the company on a personal level so they begin to develop a sense of belonging. Giving them a buddy for the first few weeks or a mentor can really help. • Spending time in-field with your salespeople, so you can observe and coach them, is critically important – even for top talent. The very best athletes in the world have coaches, why shouldn’t your best sellers? • Make sure you have your people in the right seats! Research has shown that using strengths in their job every day gives people a boost of positive emotions. Gallup found that the more time adults believe they use their strengths a day, the more likely they are to report having energy for their work. DEVELOPMENT TAKEAWAYS What you need to know about developing your people to turn talent into performance