Page 171 - Managing the Mobile Workforce
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150 �  mAnAgIng the moBIle workForCe

                       I have a resource in Atlanta. . . . I flew into Atlanta [at] midnight
                       on Wednesday, and yesterday [I] spent all day with that person in
                       a series of customer meetings and a series of interviews for their
                       sales counterpart. They sat with me in all of those meetings and
                       provided their color commentary specific to [the] market. But I re-
                       ally took the lead in presenting to the customer, asking the ques-
                       tions, shaping the responses. . . .Then we spent time in between
                       the meetings—in drive time—talking about what just happened,
                       what we learned from it, what we think the challenges are going
                       to be, and what the next steps are. It is really about focused pres-
                       ence in [the] market, side by side with that resource, to provide
                       that mentoring and also offer them the opportunity to provide that
                       feedback. One of the things that came out of that day yesterday
                       was my resource there had an idea for something they would like
                       to see added to the product—one of their MBOs. . . .We had an
                       opportunity to really discuss in detail why they thought that was
                       a good request, who might be the right person to put that request
                       in to, and how they should phrase the request and the associated
                       business justifications. It really provides both an opportunity for
                       leadership by example and a conduit for feedback to the company
                       and to myself.


                          The situation with training is the same: John starts new
                       employees with a minimum of three days at the corporate
                       location with fairly intensive in-person training. They then
                       go back to their markets for a week and dig through and read
                       the library of content they have online, which is extensive.
                       John drops in to see them in their market the third week,
                       and they both go on a series of customer calls so the new
                       employee can see John execute them firsthand while they
                       listen and observe. Then, during the fourth, fifth, and sixth
                       week the new person shadows one of the professional ser-
                       vices people as they deploy a customer solution or execute
                       a service engagement with that new customer.
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