In a small midwestern town, the local high school of 878 students recently produced its first state championship basketball team in over 90 years. The community has had an organized city basketball league for its younger boys for many years. But, this league, designed to spot talent early and then feed the high school basketball program, did nothing to produce the state title. There is also an open gym at the high school every Tuesday and Thursday night to encourage the young men in the community to play basketball. But like the city league, this open gym contributed nothing to the team in its championship bid. A local banker, a former college all-star, has volunteered his services for one dollar a year to assist the high school's coaching staff. The boys varsity basketball program also has an able assistant coach. But these two accomplished assistant coaches, like the city league and the open gym, were of no value in helping the boys varsity team win the state title. The reason these community programs and an extra coach had little effect in producing the state title, was that the state championship was won by the high school's girls varsity basketball team. Everyone in town, with the exception of the schools administration, can see that the failure of the boys varsity basketball program lies with the head coach. The girls coach is a woman who is tough but fair, a coach who works hard to build self-esteem and confidence in each member of her squad. She teaches the fundamentals, drills her team for skill and then empowers her players to make decisions on the court that will get the job done. The confidence she has developed in each member of the team gave the girls team the ability, under extreme pressure, to put up the winning shot at the final buzzer, to take the state championship. On the other hand, the boys varsity head coach is a tyrant who literally destroys his players by trying to mold them into an antiquated system that fails to capitalize on each boys strengths. He makes all the decisions and directs the team from the sidelines. As a result, the boys team rarely lives up to its potential or the investment in time, talent, and money the community has made in the boys basketball program. Ralph Waldo Emerson has written that an organization is the extended shadow of one man. As this example of the two high school basketball coaches illustrates, it is the extended shadow of the coach that makes a winning or a losing basketball team. At the supervisory level in your company or firm, it is the extended shadow of the manager, more than any other single element that is the key to developing a sales culture and consistently achieving sales success. To learn more about how to cast a positive shadow check out The $elling Edge, Inc. Coaching & Team Development self-directed learning manual at http://www.TheSellingEdge.com/team.htm |
Author Bio:
Virden Thornton
Serving Discriminating Clients Internationally Since 1983
Virden J. Thornton is the founder of The $elling Edge?, Inc., a training and development firm, specializing in sales, telemarketing, customer relations, and management training, coaching and marketing advisory services. He has trained, coached and advised literally hundreds of clients, including Sears Optical, Eastman Kodak, Northern Uniform Supply, The Texas Independent Banker's Association, Deloitte & Touch?, Smith Barney, Jefferson Wells International, The Government of The U. S. Virgin Islands, First National Bank of Arizona, City Laundering, Co. and Wal?Mart to name a few.
Virden is the author of Prospecting: The Key To Sales Success, A Realtor's Success Formula, Organizing For Sales Success, and "best sellers" Building & Closing the Sale, 101 Sales Myths. His audio/video tape series entitled Close That Sale, is based on his 50 Minute Series manual Closing: A Process Not A Problem--published by a division of Thompson Learning. He has also authored a client acclaimed self-directed learning series of sales, coaching, customer service, telemarketing, and personal productivity training manuals, outlined in the Books & Manuals section of this site. Virden has a degree in communications (public address emphasis) from the University of Utah.
As a consultant and trainer, Virden has been retained by dozens of banks, savings and loans, and credit unions to help them move from operational, order taking cultures to proactive sales and cross-selling organizations. He has literally trained thousands of sales representatives and managers in businesses as diverse as distribution, auto sales, printing, eye care, uniform and linen rentals, manufacturing, and many others. Virden also specializes in training, coaching and advising service industry professionals (accountants, attorneys, engineers, architects, financial planners, stockbrokers, etc.) in the fine art of "business development."
Virden has taught small business courses at Lorain County Community College in Elyria, Ohio, a bank sales curriculum at the Center For Professional Development, Texas Tech University in Lubbock, Texas and a short course on selling at the School Of Entrepreneurship, J. Willard And Alice S. Marriott School off Management at Brigham Young University, Provo, Utah.
Virden and his wife Barbara reside in Avon Lake, Ohio and are the parents of ten children.
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