When I talk with professionals about sales training, I often get a response like “Yeah, but I’m not in sales!” My response is that while they don't have an explicit sales-related title, most professionals engage in some form of sales. This concept is often referred to as "non-sales selling" or "invisible selling."
Read MoreDid you ever look around in amazement at people around you that don’t appear to be all that extraordinary yet have achieved extraordinary things? These are people who have greatly succeeded in business, in politics, in the arts, in sports, or in some other space, but in many respects seem pretty much on par with you (or even inferior to you) in terms of their core abilities and talents. How is it, you wonder, that they “made it” in such a robust manner while you continue to middle along in relative obscurity, earning a pedestrian income and feeling somewhat unfulfilled?
Read MoreRecent years have witnessed a rise in software tools specifically designed to aid collaboration through video meetings, real-time messaging, and content sharing. Collaboration software, also known as groupware, can help any team, from the smallest startup to the largest enterprise, to share content quickly and easily, in the form of documents, messages, videos, and other formats. Collaboration tools offer, among other things:
Organize discussions into channels, making them easier to maintain and follow
Support voice and video calls, streamlining communication
Integrate with various popular apps (Google Drive, Trello, Dropbox, etc.)
Provide easy navigation through documents and other content
This fourth and final “Delegate to Accelerate” recording addresses how to empower your people and monitor their progress to ensure a delegated project is completed properly.
We cover these topics:
Granting authority
Learning to trust others
Being prepared to assist
Monitoring progress
Correct or redirect as needed
Listen in to the below recording to learn more and to bring yourself that much closer to true acceleration!
One way for leaders to develop a strong bond with their people is to roll up their sleeves and get to work. Not just their own work, but the work of their direct reports, as well as their reports’ reports. Take time to sit in various offices and seats within the organization and seek to develop new skills and make connections on different levels. Ask about existing challenges within the company and develop empathy for those who are tasked to address them regularly. Brainstorm with staff about how best to address these issues to optimize performance. By bringing yourself down to your people, you will gain their admiration as someone who really seeks to know their situations and improve them.
Another, more sustainable approach to bonding with employees is to actively connect with them on a regular basis. Hewlett Packard (HP) founders William Hewlett and David Packard used a strategy that has become known as MBWA, or Management By Wandering Around. As its name implies, MBWA requires regular walking throughout the workplace. It offers many benefits to leaders and their employees
Read MoreIt’s a central part of far too many organizations. Bickering. The lack of healthy communication. Folks sitting quietly at their desks, hoping to stay under the radar and not be burdened with more work, let alone someone else’s work. People prioritizing their wants and needs over those of the team, or those of their own team over the organization as a whole.
Territorialism. Silos.
Silo mentalities and the turf wars that they enable devastate organizations by wasting resources, killing productivity, and threatening goal achievement.
Read MoreOne way for leaders to develop a strong bond with their people is to roll up their sleeves and get to work. Not just their own work, but the work of their direct reports, as well as their reports’ reports. Take time to sit in various offices and seats within the organization and seek to develop new skills and make connections on different levels. Ask about existing challenges within the company and develop empathy for those who are tasked to address them regularly. Brainstorm with staff about how best to address these issues to optimize performance. By bringing yourself down to your people, you will gain their admiration as someone who really seeks to know their situations and improve them.
Another, more sustainable approach to bonding with employees is to actively connect with them on a regular basis. Hewlett Packard (HP) founders William Hewlett and David Packard used a strategy that has become known as MBWA, or Management By Wandering Around. As its name implies, MBWA requires regular walking throughout the workplace. It offers many benefits to leaders and their employees
Read MoreWhile hockey may not garner the same attention as the other sports, I believe that when it comes to leadership it has the most to offer, at least symbolically. The following is a partial list of leadership qualities that I have gleaned from observing how the game is played.
1. Balance and skill – Unlike games that are played on sure, foot-friendly surfaces, hockey is played on an unforgiving sheet of ice. A wrong move or a loss of balance can easily result in a hard, embarrassing fall or crash into the boards. Moreover, in order to succeed in the NHL, players must be able to skate well (backwards as well as forwards) at fast speeds while also handling a small puck with a long stick. No other sport consistently demands that level of skill and coordination from all of its players. Leaders, too, need to exercise great care and skill in their oft-perilous positions. The hazards can be real, and a misstep can easily result in a hard fall. They must maintain their balance, build speed and hit their goals as they avoid the oncoming rush. And they often must do so with equipment (or personnel) that may not be best served to push the objective reliably in the right direction.
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