There might still be some professionals and executives out there who long for the “good, old days” of workplace management. The days when you told your employees what to do and expected them to just get on with it. Assuming they didn’t want to suddenly find themselves unemployed.
A new study has revealed the best bosses aren’t necessarily extroverted, charismatic, confident executives with a perfect track record.
In fact, research published in this month’s Harvard Business Review suggests some of the most successful chief executive officers are actually introverts.
In sales, the occasional closing curveball is inevitable. But if you’re consistently encountering unwelcome surprises in the later stages of your sales process, the problem doesn’t lie with your prospects: It lies with you. Asking the right questions along the way will help you identify potential obstacles while there’s still time to deal with them — and meet your quota.
Leaders don’t create more followers they create more leaders.
Be courageous to be vulnerable; be vulnerable to be courageous.
You want to get results in your coaching process. So, ask the right questions.
As a leader in a company or organization, it’s important to make sure your team members are staying on track and doing the job to the best of their abilities, but this can sometimes be difficult to gauge unless you have a strategy in place to effectively measure the performance of your employees.
In some ways, the sales force is the most measured function in any company. All salespeople have a number (a quota) assigned to them, and progress toward that number is tracked maniacally. However, anyone who has ever tried to measure the ability of a sales team knows that this number is insufficient to determine whether a seller is actually good or bad at their job. But if you really want a challenge, try to measure the performance of the salesperson’s boss—the frontline sales manager.
Republished from Harvard Business Review, Feb 2, 2017
The loneliness that often comes with being a CEO may seem like a small price to pay for the rewards, recognition, and power that come with the job. As the old joke goes, “It might be lonely at the top, but the view is terrific.”
Republished from INC 01/31/17
Imagine you could have a skill where–in any given conversation with colleagues, clients, or subordinates–you could be keenly aware of, and even experience, their feelings and thoughts.
Sounds like some X-Men-like psychic superpower right? Well, what if I told you that anyone can have this uncanny ability and use its strength and charm to have successful conversations?
