Issue link: https://www.e-digitaleditions.com/i/508347
16 FEDA News & Views continued on page 31 I n times of prosperity, like we are experiencing now, many companies turn their thoughts toward enlarging the base of operation. Growth through geographic expansion is attrac- tive and there is market share to be taken. Sadly, many compa- nies fail to reach their potential due to a lack of promotable bench employees. In a recent conversation with a long-time client, we realized that the No. 1 barrier to growth was the learning curve required to understand his business. In order to realize his potential, his company will have to invest in recruit- ment, retention and education like never before. During this same coaching session, this client shared an interesting story. A friend of his was an assistant coach for a well-known college football program in the late 70s. They had fallen on hard times and needed some answers to help them turn the program around. The head coach decided to seek council with the best in the business, famed college football legend Bear Bryant. The two were granted an audience with The Bear and headed down to Tuscaloosa. As the story goes, they sat down in Coach Bryant's office and exchanged pleasant- ries for a bit. Not one for idle chit chat, Bryant asked his two visitors to get on with it. The head coach starts into the questions about the various schemes Alabama was known for. "So coach, you all run a 4-3 defense. I mean, how is it that you all just shut down offenses?" Coach Bryant responds with something like, "Well yeah, we run that defense pretty well and have had a lot of success, but we have some really great players who can go after the ball." And this head coach goes on and talks about different offensive schemes and Coach Bryant gives a short answer like, "We've had a lot of success running that, but we recruit some really talented athletes." And the visiting head coach keeps on peppering The Bear with questions about blocking and forma- tions, while receiving short answers about players and talent. Finally, Coach Bryant has had enough. He cuts the head coach off and says, "Are you two the dumbest (expletives) on the planet? You come down to my office, ask for my help and don't listen to a thing I am saying! Look, it doesn't matter what scheme we run. We win football games because we recruit the best and put the most talented players on the field, period." Being in the consulting field, I get a lot of questions on how to structure a distribution company. I've worked with companies that go to market primarily through outside sales representation. In this scheme, the most talented players tend to be in the field. I've worked with companies that have a more dominate inside sales team. They believe that the talent pool should be in a position to maximize interaction with the customer. Web-based companies believe that the user experience is where the talent should lie. Some distributors cater to a walk- in trade, while others do a majority of their business through the back door. Some companies deliver their own products, while others rely on common carriers. All of these successful operating schemes have one thing in common, good people. Regardless of the scheme you choose, your ability to succeed will be hampered by a lack of talented, loyal, well-trained people. Improving your pool of talented employees begins with recruiting. This is really a selling job, and if there is one thing distributors know how to do, it's sell. Managing their money, not so much. If distributors are these great selling machines, why are they so lousy at recruiting? First, they don't see the recruiting process as a full-time endeavor. They tend to start looking when they have a vacancy. Talent doesn't wait for a posi- tion to open up at your company. Successful companies recruit year-round. Just because you engage with a talented prospect does not mean that you are required to hire them. Maintaining a relationship with a prospect, will make it eas- ier to bring someone in should the need arises. And as you all know, it is a very uncomfortable feeling to be held hostage by someone you want to get rid of, but simply can't because you don't have anyone to replace them. Although you don't have to hire a strong prospect upon first meeting them, you might not want to let a good one get away. If this person appears to fit the culture of your company, chal- lenge yourself to make a slot. Again, it's all about the people. The other reason that most distributors have a difficult time recruiting is that they have not identified their value proposi- tion. What unique offering do you present to the candidate? Remember, this is a sales function. Many distributors spend a great deal of time working on a value proposition to their cus- Recruiting Talent, Creating a Value Proposition and Words of Wisdom from Coach Bear Bryant By Jason Bader Jason@Distributionteam.com Improving your pool of talented employees begins with recruiting. This is really a selling job, and if there is one thing distributors know how to do, it's sell.