Then, the results started to appear (aka "grades"), and the result didn't always jive with the "I got it" saying. That's when I decided to get into the weeds a bit and confirm his process and interpretation of "getting it". What I found was that his study habits weren't appropriate for what he was trying to achieve, and he really didn't understand the concept of being comfortable with the material before sitting for a test. It was something that I had to coach him through because no one had ever done it before.
Now, when he says "I got it", I know what he means and what he has had to measure against to make such a statement. As well, he knows that he can't make the statement if he doesn't match up against what we discussed. We're still in the early innings, but I am betting the results will follow.
It dawned on me that sales managers need to go through the same exercise in order to help sales people achieve their desired sales results. One of the things I preach to sales people and sales managers alike is, "if the behaviors don't change, results will stay the same". It is critical for a sales manager to consistently pop the hood and see what is making a sales person go. Every sales person needs a tune up now and then, so don't take for granted that just because someone has a certain level of experience in sales that you can let them go. By not "inspecting what you expect" (and by that I mean looking at their process, their style, application of sales skills,etc), you are likely leaving some better sales results on the table.
Some may say that this equates to micro-management. I've seen micro-management, and a micro manager is based on "how" a manager manages/coaches, not the actual act of managing. Be open, be collaborative, be consistent, be authentic, be genuine - and no one will accuse you of micro managing.
