Advice on Training My Team Please!

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Discussion Overview

The thread centers around a Team Leader seeking advice on how to effectively support and engage with their recruits while balancing the existing support they receive from their director. Participants share their experiences and suggestions regarding team dynamics and communication strategies.

Discussion Character

  • Exploratory
  • Opinion-based
  • Anecdotal

Main Points Raised

  • One participant, identifying as a Team Leader, expresses a desire to be more involved in supporting their recruits, who are also friends, while acknowledging the strong support they receive from their director.
  • Another participant mentions a booklet available for supporting consultants, suggesting it as a resource.
  • Several users suggest having a conversation with the director to create a plan that accommodates the needs of the recruits and the Team Leader.
  • One participant shares the idea of joining the support calls with recruits to better understand their needs and dynamics.
  • Another participant offers to share their training booklet as a guideline for initial training.

Areas of Agreement / Disagreement

Views differ on the best approach for the Team Leader to engage with their recruits, with some suggesting direct communication with the director and others proposing involvement in support calls.

Contextual Notes

The discussion reflects personal experiences and strategies related to team support dynamics within the context of Pampered Chef consulting.

Who May Find This Useful

Consultants looking for insights on team support dynamics and communication strategies may find this discussion relevant.

kdangel518
kdangel518
Gold Member
Messages
932
I am a Team Leader, just signed my third recruit, a 4th on the way.

My first two recruits are good friends of mine. They both work closely with our director- weekly support calls, etc. Our director is EXTREMELY supportive of our team, she offers weekly/biweekly support calls to anyone who desires them. But I would really like to start working with my team members as well, as I hope to promote to director by the end of the year.

At this point I'm just not sure how to approach the subject with them. I am so glad that they are getting wonderful amazing support from our awesome director who we love and has been doing this for 14 years! But I don't know what they talk about, what their needs are, what their struggles are, etc. I don't know what I can help them with... I feel very out of the loop.

Granted, it's not about me, and if they would prefer to keep working with our director vs. me then by all means I would support that. But I guess I'm looking for a way to work either ALONGSIDE my director in coaching them or just be involved in their support and growth, and letting them know that I am here for that and I want to be involved as well if they want me involved!

I don't know if this makes sense, lol:confused:. If it does, any advice would be appreciated! TIA! :p
 
There's a booklet about supporting consultants. It's in the download section, and you can also get a printed one on supply order.
 
You need to have a conversation with your director about this and devise a plan that works for everyone.
 
  • Thread starter
  • #4
Noora- Thanks, I've looked at it, but my question is more about the dynamic of how to let them know that I am also available for their support and maybe getting them in the mindset of also coming to me or at least sharing with me what they discuss with our director so I know what their needs are? I think the dynamic is a bit more odd than normal because not only are they my recruits but they are good friends.
 
  • Thread starter
  • #5
Thanks Deb, I was thinking the same thing. I have a call with her tomorrow night so I think I will bring it up then and ask for her advice.
 
I was going to say the same thing Debbie did.

You may want to suggest that you "attend" (3-way call) the call's with your recruits, so you can get a feel of where they are and what there needs are. Just a thought.

Good luck!
 
I have a booklet I use as a guideline when I do my intital training. I don't have it with me, but email me if you're interested and I'll send it to you!
 

Frequently Asked Questions

What are the best practices for training new team members in direct sales?

Start with a structured onboarding process that includes an introduction to the company's products, sales techniques, and the tools available to them. Encourage shadowing experienced team members and provide access to training resources such as videos, manuals, and webinars. Regular check-ins and feedback sessions can help reinforce learning and address any questions they may have.

How can I motivate my team during training sessions?

Incorporate interactive elements such as role-playing, group discussions, and hands-on product demonstrations to keep training engaging. Recognize achievements, no matter how small, and celebrate milestones to boost morale. Consider offering incentives for participation or completing training modules to encourage enthusiasm and commitment.

What should I include in my training materials for Pampered Chef products?

Your training materials should cover product knowledge, including features, benefits, and usage tips. Include information on how to host successful cooking shows, effective sales techniques, and customer service best practices. Additionally, provide resources on how to leverage social media and online platforms for marketing and sales.

How often should I conduct training sessions for my team?

Regular training sessions are essential for maintaining team motivation and knowledge. Consider holding monthly training meetings to introduce new products, share success stories, and discuss challenges. Additionally, offer ongoing training opportunities through online resources or workshops to keep skills sharp and knowledge up to date.

What are some common challenges in training a direct sales team, and how can I overcome them?

Common challenges include varying levels of experience and motivation among team members. To overcome these, tailor your training approach to meet individual needs, offering advanced sessions for experienced members while providing foundational training for newcomers. Foster a supportive environment where team members can share their experiences and learn from one another, creating a collaborative atmosphere.

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