The rise of a “rock star” executive can capture the public imagination and bring positive exposure for a firm. More often, however, a high-flying executive may suffer the public flame-out we’ve seen from actual rock stars. The result can inflict massive collateral damage to the reputation, morale, and value of a company. How do the best companies keep leaders from “jumping the tracks” and dragging the organization into a disastrous crash?
When you hear someone described as “nice” it evokes a particular image, but I doubt it tells you much of significance about the person. The same could be said of “high potential” when discussing leadership development.
All organizations expect a certain amount of turnover. In small amounts, turnover keeps the organization fresh with new talent and ideas. However, when turnover is higher or unwanted, the result quickly turns negative, costing the organization considerable time and money to hire and train new personnel.
As a sales leader, one of your biggest contributions to transforming your sales force is reinforcement. If you want to change behaviors in your sales team, you need more than a two-day training. Your salespeople need to approach their coveted opportunities in a way that demonstrates your solution’s value and its differentiation. You need a shift in mindset, one that influences the design, development, delivery and reinforcement of your new sales methodology and your sales transformation process.
One of the driving forces of a successful sales organization is the ability to hire, retain and develop top sales talent. If you want to hit your revenue goals every quarter, you need a process that prevents you from wasting money on mis-hires and losing talent to the competition.
Researchers at Chally Group, a GrowthPlay Company, just released the results of their fifth annual Global Leadership Research Project. Each year, they survey Chief Executive Officers and senior Human Resource leaders to find leadership development best practices from top companies. The research produces Chief Executive magazine’s “Best Companies for Leaders” list.
As we hit mid-year, you’re either feeling good about where your revenue numbers are, or you’re trying to scramble to make up for lost time and missed opportunities. Here are five ways to drive change through 2015.
For an organization to be best-in-class, its leadership must not only understand the difference between strategy and culture, they must pursue them both separately and deliberately. A heavy emphasis on strategy cannot make up for a lack of attention to culture cultivation.
If you’re like most sales managers, you’re constantly taking shortcuts with the time you spend on managing your sales talent. In many sales organizations, activities associated with managing people often get put on the back burner either because we are uncomfortable handling them or because we’re too busy reacting to seemingly more pressing problems. Unfortunately, taking shortcuts in these key processes can bring negative consequences to your sales organization, including crippling effects to your bottom line. Add up several bad hires and you’ve got a sales talent problem that’s preventing you from making your numbers.
Half of the millennials in the workforce are now in leadership positions. And frighteningly, fully 64% of these individuals are unprepared when entering leadership roles, a survey of 527 US-based Millennial professionals finds. A leadership position means having individuals who report to you. This is an enormous responsibility, and one that, even in the best of times, first-time managers come woefully equipped to address, given the limited knowledge, experience, and skills they bring into the job.