College basketball and how you manage your staff

What does your sales floor have in common with Duke basketball?


There was a ton of excellent stuff at the 2022 Executive Summit, which I just returned from. One of the keynote speakers provided the audience with a fresh perspective on your employee development approach. The Duke basketball team was one of the examples he gave.


Four years used to pass between Coach K and his college athletes. He was able to develop consistency in his squads as a result. Bear in mind Grant Hill. He remained throughout his four years of college. Consider the things that were made possible for college coaches.


The “1 and Done” rule changed the course of events. The NBA’s best players weren’t sticking around when this regulation was put in place. It altered the guidelines. Coach K had his players for 6 months as opposed to 4 years (from the start of the school year until March Madness). He had Zion Williamson instead of Grant Hill.


The coach needed to reconsider his recruiting and coaching strategies if he wanted to succeed. He couldn’t win an NCAA Championship the old-fashioned way.


He altered, for instance, how he found talent. He would explain to high school athletes how he would get them into the NBA while they were sitting with them. The following are some of the messages he conveyed to prospective Blue Devils:


We’ll get you ready for the next stage of your career.


Your worth will increase.


We’ll help you develop both as a player and as a person.


We will surround you with outstanding talent.


Our culture is focused on developing outstanding talent and winning.


Even if you don’t make the NBA, we will assist you in finding employment as a coach, scout, or other position.


He not only altered his perspective but also clarified the playbook. He was aware that he was short on time to instruct his players on challenging plays and defenses. Instead of waiting until they arrived at school, he started the committed prospects’ interactions with the current players as soon as feasible.


Consider what you would do if you were aware that your salespeople were leaving. How might you change your procedure? What would the onboarding process entail?


We are deluding ourselves if we believe that our employees will be “lifers” in the labor market of today. Although most of them won’t, we would all like them to stay. While they are still with us, we can make the most of their contributions and get them ready for their next chance. If they do, fantastic! If they depart, your dealership will have gotten the most out of them.


If workers quit and take worse positions, the dealership is to blame. An excessive number of those is a sign of a flawed employee management system.


Consider how you handle employee relations. How can you streamline your procedures for the workforce of today?

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