In my on-going discussion with ISOs big and small, the one thing I always learn, (even if I don't ask) is the ISOs' vision of what is important to them. A common goal is, "To provide the very best service in the marketplace." This comment is often followed by a statement on how poor a job banks (in that particular region) do in this regard. Another vision expressed is that the ISO wants "...to be the better provider of Financial Service information in their marketplace, regularly bringing solutions to their customers." Of course, both these visions require good people to execute them.
The ISO's description of their vision and direction for their businesses is often followed by a clear description of their frustration in finding and retaining the human resources to make these ideas come to life. ISO organizations often tell me how difficult it is to get "good people, people who are willing to work hard, and who have some degree of loyalty."
Since I often speak with the people who have left the employment of an ISO to start their own office or work for a competitor, I continue to be surprised to hear how often the employee believed that all their previous employer cared about was, "What did you sell for me today," rather than the employee.
In a conversation I had just a few weeks ago, I was told by a particular ISO office owner that he planned to try and hire only immigrants, since they are people who are willing to work "every day of the week," and young native born Americans just don't seem to want to do that anymore.
After hearing this stuff a few times, it begins to take on that "Poor Sales Professionals are from Mars and Great Sales Professionals are from Venus" kind of feeling.
As I remember the number of times I have heard that employees feel no sense of loyalty from their employers and that ISO organizations are finding employees less than involved and too willing to jump ship, it does seem obvious that often we just aren't communicating.
I think we all agree that it is the business owner's job to rally the troops, make them feel good about what they are doing, and provide the incentives and encouragement necessary. Additionally, employees must realize that the grass is NOT always greener on the other side, and that it is difficult for most reasonable people to fail to reward loyalty.
From my own experience, the secret to success is to stay focused on the "vision" of your business. One of the reasons we have some difficulty finding competent people, is that we can fail to delegate the details of making our businesses work. The details are the heart of the business. A successful business leader will foster involvement thereby creating a sense of ownership.
Delegating the details is necessary! In turn, never delegate the vision and share it often.
Good Selling!SM
Paul H. Green
Editor-in-Chief
