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In the business world it’s often been said, “Our strongest asset is our people.” But how often is it stated that they are also your greatest weakness? Every business can benefit from a reality check. If you use a systematic strategy for developing the people in your key roles, that reality will likely reveal the valuable human assets on your team.
If you are a leader in your organization, it’s a pretty good bet that you count on the members of, say, your accounting team to use the same terms and the same methodologies when they are collaborating to complete their work. For instance: You assume that when one person on the accounting team refers to the “cost of goods sold,” they mean the same thing as everyone else on the accounting team.
Recently, I’ve done a lot of talks on conflict resolution the Sandler way, which I consider the cornerstone of personal and organizational success. I’ve received many requests from audience members asking me to summarize the talks in written form. With those requests in mind, here are nine points to consider when you find yourself facing drama and conflict — and you wish you weren’t.
Some managers start looking for fires to start with their team, so that they can swoop in to the rescue. They have no time to set up a meaningful accountability program, they’ll say, because they have too many (self-started) fires to fight. Most of the leaders I work with are dubious at first that they could ever play the role of the Primary Arsonist. Yet it’s easier to fall into this pattern without realizing it than you might imagine.
Learn how to empower your employees to take ownership and learn how to solve problems on their own. Mike Jones talks about how to know which things to take off your plate and put them onto someone else's. You can't be great at everything, but you can build a team that is.
Eric Warner, Sandler trainer from Boston, talks about the attitude, behavior, and technique needed to properly execute a job interview. Whether your next hire is this week or later this year, learn how to prepare for and execute a job interview that results in a successful new hire.
Change management is the systematic approach to transitioning from one environment to another through the reassignment of resources, business processes, budget allocations, or other aspects that significantly alter a company or organization.
Rule #15: People work harder for their reasons than they do yours. Motivate the individual to hit the corporate goal. Here's what this means. We all have kids, and when you want a kid to play an instrument because you love the instrument and you want them to be successful, you push, push, push. If they don't have the passion, confidence, and conviction that that's what they want to do, they end up not doing it. You spend a lot of time and energy having them live through your eyes, and the same thing holds true with corporate goals.
Rule #13. Be a comfort zone buster. There's no room at Complacency Inn. What does that mean? Well, have you ever run into a situation where somebody on your team was killing it? I mean doing everything that they had to do, above and beyond, things that they felt uncomfortable doing and things that they felt comfortable doing.
There are only 24 hours (or 1,440 minutes) in a day. What you do with those hours has a direct impact on your overall productivity and your career. From the cold calls you have to make to the internal meetings and client visits, how can you squeeze it all into each day without missing out? The way you schedule your time, the format of your meetings and even your approach to delegation are important. Your overall approach to time management can help you make the most of each day to ensure you have a positive impact on your career.
The last quarter of the calendar is both relieving because the end is in sight, but also foreboding for many sales teams if sales targets have not yet been met. An incredible amount of revenue exchanges hands in the last quarter, and many companies know that it can make the difference between a good fiscal year or a bad one, especially in product sales. Managers are regularly tested to find ways to push teams over that last mile.
Most managers wait until the end of the year to reflect on their sales team’s accomplishments (as well as the roadblocks, speed bumps, and detours encountered), analyze their findings, and identify areas for improvement in the coming year. That’s a good strategy. But, why wait until the end of the year.
There are a number of tools managers can use to keep office politics contained and relatively harmless. These tools focus on human behavior and team-building expectations, reminding everyone involved to keep functioning as a team instead of only worrying about their individual interests. They are most effective when used repeatedly and are supported by top-down messaging. It also helps that people become invested in the team's work, versus just “working” because they have to.
The words "manager" and "leader" are often used interchangeably. But there's a difference in these two roles, as well as the workplace environments they create and the results they elicit. Put these 10 best practices to use to increase the effectiveness of your management style and see positive results in your workplace and employees.
As the first quarter comes to an end, it’s appropriate to review your department goals and measure your progress. Will your sales team hit the quarterly benchmarks for your department’s strategic initiatives? Have they made significant headway? Or, have they fallen behind already?
As a manager of people, you know and understand the challenge of the "new" workplace. The reality of four generations working side by side is fraught with obstacles that threaten to derail productivity and hinder progress. Before you pop another antacid and check again to see if it's time to cut a trail home, take heart in knowing there are ways to be an effective manager in a workplace made up of the Silent generation, Boomers, X'ers, and Millennials. The first step is acknowledging each generation has its own preferences, expectations, and strengths.