Newly hired salespeople must develop their skills in order to be effective. The following information will show how we learn skills and more importantly demonstrate the level at which those skills must operate.
1. UNCONSCIOUS INCOMPETENCE
At this stage of learning people are not aware of the skills required. They have no idea of the relevance of the skill. They are not aware they have a deficiency or might deny that the deficiency exists. They must become aware of the area of incompetence before they can begin to learn the desired skill. You must demonstrate the skill or area of learning and show the benefit that it will bring to the person’s ability to do the job.
2. CONSCIOUS INCOMPETENCE
People are now aware of the existence and relevance of a desired skill. By knowing this they are also now aware that the deficiency exists and that learning a new skill or improving a previous one will improve their effectiveness. There must be a way to measure the extent of not only the deficiency but what level of skill is required to become competent. You must help them make a commitment to learn and practice and be able to monitor their progress.
3. CONSCIOUS COMPETENCE
Salespeople will be at this stage when they can perform the skill “at will”. They will still need to concentrate and think in order to do so because the skill is not yet second nature. The skill can be demonstrated but at this point it is unlikely they will be able to teach it to another. Practice and repetition are the only way to move from this stage to the next.
4. UNCONSCIOUS COMPETENCE
The skill has become second nature and can be performed while doing another activity. For example, driving and listening to the occupants of the car at the same time. The skill becomes an instinctual activity and while not easily explained to another person it can be taught by observation. Be sure to remind the student that unconscious competence needs to be checked periodically against standards of performance. Complacency and the lack of continual growth is the beginning of a downturn in performance.
