Today’s consumers value their time more than ever. With the proliferation of on-demand apps, there is virtually no need to wait in lines or even to leave your house if you’re that much of a homebody.
Making a sale is all about how you frame your offer. The customer is not interested in what you have to sell, but in what he has to gain. The easiest way to make a sale is to continually put yourself in his shoes and discuss your product or service in terms of what effect it will have on your customer’s life or business. And when it comes time to ask for the actual sale, the same thing holds true. Skip the tired “do you want to buy one?”, and use one of these more meaningful phrases instead.
The modern workplace is vastly different from what it once was. Today, organizations of all sizes and industries face increasingly globalized markets, remotely-located employees/teams, and the need for cross-disciplinary teams. To meet the demands of customers, it is imperative to have agile leaders who can balance people, processes, and innovation to keep the organization moving forward.
Too many leaders avoid making tough calls. In an effort not to upset others or lose status in the eyes of their followers, they concoct sophisticated justifications for putting off difficult decisions, and the delay often does far more damage than whatever fallout they were trying to avoid. In fact, hard decisions often get more complicated when they’re deferred. And as a leader gets more senior, the need to make hard calls only intensifies.
Developing your corporate values early in your company’s history can have a lasting and positive effect on your organization and its culture, and it’s easier to do when your team is small. After all, it’s much easier to steer a four-person speedboat than a 2,000-person cruise ship. Once your team grows larger, it may be challenging to reach consensus around what your values should be.
Basic understanding and empathy can go a long way in helping toxic leaders recover their best selves.
Anne Raimondi was stumped. Two people she managed weren’t getting along, and it was really impacting progress. In her private conversations with each of them, they had the same goals and wanted the same things. But in the room together, they’d disagree on everything. They’d quibble over the smallest things, avoid spending time together, and jump to assuming the worst about each other, even though they were ultimately on the same team.
Small but strategic tweaks can have a dramatic effect on results.
Leaders: learn to embrace your shortcomings.
As the son of Armenian immigrants who fled to Italy and later the United States to escape communism, Bedros Keuilian has always lived with purpose.
