10 Signs You’re a Follower Instead of a Leader
Leaders don’t create more followers they create more leaders.
Leaders don’t create more followers they create more leaders.
Be courageous to be vulnerable; be vulnerable to be courageous.
Corporate leaders bewildered by employee disengagement should try seeing workplace politics through their team’s eyes.
You want to get results in your coaching process. So, ask the right questions.
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.
Customer service is not a department. It is a philosophy to be embraced by every employee – from the CEO to the most recently hired.
It never ceases to amaze us. Bring up the topic of perfectionism in a room full of corporate CEOs, college presidents, or U.S. Naval Academy midshipmen, and you’ll see the same knowing smiles and nods of the head. Moreover, you’ll hear thinly veiled bravado about who among them is the most-perfect perfectionist. Many of them will extol the virtues of seeking perfection, and more than a few will include the pursuit of perfection among their notable strengths. Work environments that foster a zero-defect mentality often exacerbate this veneration of perfection.
If you believe the research, only 55% of salespeople make quota. That means 45% of sales people don’t make their quota, and the reason is we’re flying blind. For years sales organizations have had to use quantitative metrics to determine if a sales person was effective. We’ve measured the number of calls, the number of touches, meetings set, closing percentages, average deal size, emails sent, conversion rates, quota attainment and more, to ascertain a salesperson effectiveness.
Republished from BioSpace, January 19, 2017
There is a notion that the skills needed for scientists in academia are dramatically different than those needed in industry.
The technical skills are largely overlapping, but it’s also clear that much of the project management and business management skills overlap as well.