Have you got your Change Shoes on? –
# Value the individual. Begin by affirming what the employee contributes to your organization. Be sincere and thorough. This step is critical because it frames the conversation.
# Ask the person to identify his/her biggest challenges. Ask the employee to assess his/her performance, including both strengths and challenges. This will help you pinpoint areas for targeted coaching.
# Provide targeted feedback. Give specific examples of behaviors to change.
# Agree on areas to develop for the future. The objective here is to focus the individual’s development and encourage him/her to practice specific new skills. You could also point him/her to training opportunities.
# Agree on the benefits of improving and the consequences of not improving. This step is designed to fuel the employee’s motivation to improve or change.
# Commit your support and reaffirm the person’s value. “When people feel valued, they can hear difficult feedback without being demoralized by it.”
Quality Sales Managers Matters
#1 High-performing sales manager’s impact reps engagement and financial performance. Reps reporting to great managers report high job satisfaction with four times more revenue than those working for poor managers.
#2 Coaching Is King—The manager activity most linked with sales rep success is coaching. However, their coaching ability to coach individual sales reps is the weakest.
#3 Who they coach is selective— Coaching low or star performers does not statistically improve performance. Core performers, the 60% center of the performance Bell Curve make significant improvements with coaching.
#4 Bottom-Line Impacts—Effective coaching hits the bottom line. Core sales reps receiving great coaching reach on average 102% of goal in contrast to sales people reporting poor coaching who achieve only 83% of goal. Good coaching can improve core performance by 19%. This is lower than with PDS’s and Huthwaite’s sales productivity projects (18%-30% sales increases)
#5 Great Coaching Is a Learned Skill—Quantitative analysis shows that five elements account for 77% of coaching effectiveness. Armed with this information, we can develop great coaches by focusing them on specific activities such as emphasizing the importance of targeting the best opportunities and spending at least three, but no more than five, hours coaching each rep per month.
Removing the Barriers to Sales Effectiveness
Some barriers to effectiveness are obvious – if the products are poor then no amount of sales skill can compensate sufficiently to build success. Many barriers are more subtle, and can sap the strength of the company over a long period without being tackled. Such problems usually fall under one the following three headings:
Misalignment
Inflexibility
Internal Focus
Managing Alignment Challenges (Part 3 of 3) – Improving Performance
During many consulting engagements we identified that organizational misalignment as a major factor in organizations and individuals were not achieving goals
Today I want to cover the second in a three part series on Managing Alignment Challenges to improve the odds of bringing successful change to the listeners’ organizations – Performance Improvement
It ranges from the formal to informal yet for any effort to stick managers and leaders have to constantly reinforce the need for effective delegation which inherently involves coaching.
Why Have Job Descriptions Anyway? – A Case of Three Frigates
Different job’s interpretation and implementation raises a number of questions, ranging from;
‘Why have job descriptions anyway?’ to
‘If there’s actually more individual freedom to “tailor” jobs than job descriptions appear to indicate. How can we use AlEx™ to extend that freedom in a planned and controllable manner?’
When individuals have identical job descriptions, there is an expectation that each person will performed in the same way. In jobs where all the tasks are programmable this is realistic. Fortunately, technology created an era where many people are no longer expected to perform such jobs. Now, invariably, it’s the user who determines which purpose will be followed within their team.
Managing Alignment Challenges (Part 2 of 3) – Managing Complexity
During many consulting engagements we identified that organizational misalignment as a major factor in organizations and individuals were not achieving goals…
Getting Committed People on the Same Page – Disturb First, Enable Second?
How often, in your personal and work lives, do you have to spend listening to somebody drone on about the latest, greatest, best, more, more…their solutions for you….
So, How do you typically react? Why should it matter to Change Management?
It reminds me of a cartoon of a family sitting at a meal table (rare enough of itself) with heads bowed and the son texts mom to pass the fries!
Family Business Transition – Focus on Things You Can Control
Don’t waste time worrying about things you can’t change – Direct your focus to things you can control: Consider your options to transition well out of your business. This blog is about the need to be proactive…Since this recession started Baby-Boomer business owners still face the clock. The dynamics of their condition has not changed. There are only two ways to leave a business you own – Head First or Feet First!
Implementing Successful & Sustainable Change
This is the second in a series which goes to the heart of the challenge facing our economy West Michigan, especially with 60% manufacturing based. – Implementing Successful and Sustainable Change.
Since 1996 when Kotter’s research revealed that only 30% of change initiatives succeed. Even today, when McKinsey surveyed 3000 business executives this ratio of 1 in 3 still applied in 2009.
In both surveys, the number one reason was people not being or willing to be on the same page.
Aligning Expectations in Construction Projects
Potential Benefits of the Aligning the Eternal Triangle: Owner, Architectural Design Team & General Contractor
The Goal: a perfect building with proper design, highest quality, con-structed on time and last but not least, built within budget.
Introduction
What follows are three areas where AlEx™ can potentially help the “Eternal Triangle” of tension and mistrust that pervades many construction project relationships
1. Managing Conflict and Relationship Tension
2. Managing Complexity
3. Improving Building Performance
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