Have you not learned great lessons from those who rejected you, and braced themselves against you, or disputed the passage with you? -Walt Whitman A story is told of a boy who asks his father to explain the difference among irritation, aggravation, and frustration. The dad picked up the phone and dialed a number at…
The October 2012 issue of Harvard Business Review features “Big Data” as the theme. There are a number of articles of import for those leaders whose enterprise has access to large amounts of data–operational, market, what have you. They look at where the data is coming from, the increasing role it is playing in business…
Blind Spots. In cars, we have blind spots where we can’t see what is going on right around us. The larger those blind spots are, the more dangerous we are. We can have blind spots in our life as well – things and behaviors that we do that we don’t understand or appreciate the impact…
“Learn from the past, set vivid, detailed goals for the future, and live in the only moment of time over which you have any control: now.” – Denis Waitley I read with interest not long ago how a person on railroad tracks hears a train approaching, looks behind him, sees the train and then freezes…
When front line supervisors and managers are asked to share some of the characteristics of the best manager or supervisor they had ever worked for, they will include “supportive” on that list. One participant was even more emphatic – his best boss was focused on “helping” not “harping”. A boss who is constantly critical and…
When we head to the amusement park, a favorite game is Whack-a-mole where the little critters stick their heads up and you try to whack them with a mallet. The person with the highest score wins a prize. Management and supervision can be like playing a never-ending game of whack-a-mole except there usually is no…
When asked, the majority of executives, managers and supervisors agree that they frequently make decisions, answer questions and solve problems that should be handled at one or two levels below them. By handling these problems, decisions and questions at the wrong level, the organization is experiencing a kind of waste. Wasted talent, reduced quality and…
In PwC Saratoga’s latest Global CEO Survey, 65% of CEO’s report that they intend to use more non-financial rewards to motivate their staff. This is an admission that the a motivation strategy full of mostly financial reward “carrots” is not enough, especially for their highly skilled and high potential employees.
The vast majority of bosses don’t intentionally want to make employees miserable – usually it happens completely by accident! Whether it is an act of ‘commission’ or an act of ‘omission’, the results can be destructive. A front line supervisor, manager or team leader can make things better or worse, both with what they DO…
All teams must pay attention to their work: the task, the goal, the things to be done, the agenda items to be crammed into their meetings, the hurried decisions to be made by the group, the deadlines to be met, and so on.
You’ve likely heard the expression, “What get’s measured, gets managed.” And yet, if you pay attention to the wrong metrics or measurements, it can distract both management and employees from desired behaviors. Metrics provide management with the key information needed to make decisions and assess performance in the business. Paying attention to the wrong metrics or…
According to an article in the Harvard Business review, 33% of all hiring decisions are decided on appearance alone. This is great for people who use this technique as all they need is a photo or video of the candidate to make their decision on.
An article in the Harvard Business Review pointed out that 43% of hiring decisions are made within the first 4.8 minutes of the interview. Talk about the importance of a candidate creating a good first impression! If this is the case, why bother interviewing people for more than 5 minutes? The answer is because hasty…
Any marketing person will tell you that sex sells. Well, I’m here to tell you that sex doesn’t sell; sex simply gets your attention. After your attention has been aroused, it’s one of the other two primary motivators, or dominant buying motives, that drives you to buy. Those two dominant buying motives are desire for…
There is no question about it. A team can be a powerful vehicle for accomplishing a major project, guiding a unit to superior performance, or bringing together diverse perspectives to solve a pressing problem. Have you ever been a member of a smooth functioning, high performing team? Those of you who have, no doubt, harbor…
At the beginning of every sales call your prospect is making two critical buying decisions. The first decision is about the salesperson. Behavioral research states that initial impressions are created within the first 20 seconds of meeting someone. So it is critical to differentiate oneself and one’s offering in the initial phase of a meeting.…
“Our people are the key to our success?” How so very often we have heard executives mouth these words. But then, how very often we have also heard their people mutter words such as, “Oh yeah, well, if we really are the key, how come they don’t… ” Of course, it is true. In this…
It isn’t unusual that by the time salespeople get as far along in the sales process to learn how decisions are made, who are the players who make those decision and what is the timing of the decision, that they are so excited to have made it this far that they quickly skim over it…
First there’s the suffocating volume of e-mails. That’s complaint number one. But the next biggest gripe I hear from my clients is that they are spending way too much time in meetings. Do any of these comments ring true about meetings where you work? too long no agenda (or, if there is one, we don’t…
Unbeknownst to most salespeople is the idea that selling is all about getting prospects to make decisions, both small and large. Getting decisions that reach a conclusive “no” or “yes” and getting decisions that allow the prospects the freedom to decide “no,” without the fear of a salesperson’s full frontal counterattack. Therefore, selling isn’t as…