Do handbooks seem like an antiquated business term? Let’s call it the base of a supplier information portal. Maybe a different moniker would be better marketing, but hey that’s not my forte-neither are colors as any family member of mine could attest.
A lot of our consulting practice is focused on working with manufacturers on gaining channel partner mind share. Many manufacturers develop programs for marketing, sales and product training, sales metrics (both leading and lagging indicators) https://www.jimthomasintl.com/blog/archives/07-2016 and management review. A client recently asked me to revamp their distributor handbook. They wanted to put their distributor handbook on their distributor only web portal and have it regularly updated. They realized that there were many personnel changes inside their channel partner organizations and channel partners relied on “tribal knowledge” to train new employees. Having a manufacturer training document online was a great channel partner training tool, standardized onboarding and accelerated the learning process. It also gave the manufacturer a leading edge to getting up to competitive speed within the complementary distributor line cards.
The key components of a distributor handbook would include:
Do you want to have a free fifteen minute discussion so we can discuss creating or updating your channel partner information portal? Sign up on my web site http://www.jimthomasintl.com/ or contact me directly by phone.
Now that I am an independent worker I get to read all the business blogs and advice columns. Most of the advice is a bit too cerebral for me. Having had many Leaders and Managers in my work life, they usually scheduled a monthly 1 on 1. The MBA playbook must come with a section on coaching and communication. The 1 on 1 is the universal tactic to improve communications and demonstrate that your boss has a collaborative bent. I drank the same kool-aid and held those same meetings with my employees.
The best employees:
The updates were then generally frank, enlightening and moved our relationship forward.
As a subordinate I was subject to some “Dilbertesque” type 1 on 1 meetings too. How did they go off the rails? What did we change to improve them?
The theme-make 1 on 1’s:
Remote employees required a different communication cadence: https://www.jimthomasintl.com/blog/remote-sales-management-is-a-contact-sport
Do you have any practical tips or pet peeves on about your 1 on 1’s I could learn from? Do you want to have a free fifteen minute discussion so we can discuss possible mentoring opportunities for your subordinates? Sign up on my web site http://www.jimthomasintl.com/ or contact me directly by phone.