Real Commitment Breeds Success We believe in the power of a “Performance-Based” Leadership Team. That is why building a No. 1 company requires more than believing in the mission: It takes real commitment to furthering the mission through an ongoing series of actions.
This document discusses various aspects of leadership. It defines leadership as the ability to influence others towards common goals and get extraordinary results from ordinary people. A leader is someone who sees more than others and sees farther than others. Leadership is about setting a new direction, while management is about directing according to established principles. The document also discusses embracing change, targeting audiences, building effective teams, and gaining a work-life balance. It emphasizes leading from the front but not leaving your base behind, keeping rivals close, and knowing when to quit.
Insights from the book "Leadership Wisdom from the Monk who sold his Ferrari" by Robin Sharma.
Learning from the session :
Ritual 3 - Reward Routinely, Recognize Relentlessly
“Brains, like hearts, go where they are appreciated”
The document discusses leadership in various contexts such as politics, the workplace, sports teams, social groups, and business. It provides examples of great political leaders, workplace leaders like CEOs, sports captains, influential celebrities, and successful business leaders such as Jeff Bezos, Howard Schultz, and Sir Richard Branson. The document focuses on Branson's leadership style, which he describes as rule-breaking and learning from mistakes. His three key leadership principles are listening, learning, and ensuring work is enjoyable. The document then discusses leadership styles and traits the author can bring to Rich's, such as being adaptable, assertive, and having strong communication and motivational skills. It concludes by discussing developing one's
This document provides tips for encouraging teams and skills for Scrum Masters. It discusses encouraging teams by finding out their needs, leading by example, being personable, stressing company purpose, being decisive, showing emotions, pushing limits, admitting not having answers, not imposing fear, developing future leaders, and encouraging growth. Critical skills for Scrum Masters include being detached from outcomes, taking problems to the team, acting as a mirror, mastering words and facial expressions, allowing silence, modeling being outrageous, and letting teams fail safely. The document also provides tips on motivating teams, transformational leadership, and resources for further learning.
MedRecruit's Managing Director, Dr Sam Hazledine presents on 'Character' and the role it plays in effective leadership.
To watch this presentation visit: http://youtu.be/TIcL8_sDpN8
http://www.medrecruit.com/
https://twitter.com/MedRecruit
http://www.linkedin.com/company/medre...
https://www.facebook.com/MedRecruit
http://medrecruit.blogspot.co.nz/
This book summary provides an overview of the book "The 360° Leader: Developing Your Influence From Anywhere in the Organization" by John C. Maxwell. The book discusses how leadership can be practiced from any level within an organization, not just at the top, through influencing peers, subordinates, and superiors. It outlines principles for leading up, across, and down an organization. The value of developing leadership at all levels is that it creates a stronger team and prepares people for greater responsibilities. Overall, the book promotes a view of leadership as about influence rather than just position.
The document summarizes leadership principles for leading from the middle of an organization as described by leadership expert John C. Maxwell. It discusses myths that prevent middle leaders from leading, and principles for leading up to senior leaders, leading across to peer leaders, and leading down to direct reports. Key principles for leading up include lightening the load of senior leaders, being willing to do difficult tasks, and developing strong relationships. Principles for leading across peers include avoiding politics, letting the best idea win, and expanding one's network. Principles for leading down include developing each employee and celebrating wins that encourage growth.
Real Commitment Breeds Success We believe in the power of a “Performance-Based” Leadership Team. That is why building a No. 1 company requires more than believing in the mission: It takes real commitment to furthering the mission through an ongoing series of actions.
This document discusses various aspects of leadership. It defines leadership as the ability to influence others towards common goals and get extraordinary results from ordinary people. A leader is someone who sees more than others and sees farther than others. Leadership is about setting a new direction, while management is about directing according to established principles. The document also discusses embracing change, targeting audiences, building effective teams, and gaining a work-life balance. It emphasizes leading from the front but not leaving your base behind, keeping rivals close, and knowing when to quit.
Insights from the book "Leadership Wisdom from the Monk who sold his Ferrari" by Robin Sharma.
Learning from the session :
Ritual 3 - Reward Routinely, Recognize Relentlessly
“Brains, like hearts, go where they are appreciated”
The document discusses leadership in various contexts such as politics, the workplace, sports teams, social groups, and business. It provides examples of great political leaders, workplace leaders like CEOs, sports captains, influential celebrities, and successful business leaders such as Jeff Bezos, Howard Schultz, and Sir Richard Branson. The document focuses on Branson's leadership style, which he describes as rule-breaking and learning from mistakes. His three key leadership principles are listening, learning, and ensuring work is enjoyable. The document then discusses leadership styles and traits the author can bring to Rich's, such as being adaptable, assertive, and having strong communication and motivational skills. It concludes by discussing developing one's
This document provides tips for encouraging teams and skills for Scrum Masters. It discusses encouraging teams by finding out their needs, leading by example, being personable, stressing company purpose, being decisive, showing emotions, pushing limits, admitting not having answers, not imposing fear, developing future leaders, and encouraging growth. Critical skills for Scrum Masters include being detached from outcomes, taking problems to the team, acting as a mirror, mastering words and facial expressions, allowing silence, modeling being outrageous, and letting teams fail safely. The document also provides tips on motivating teams, transformational leadership, and resources for further learning.
MedRecruit's Managing Director, Dr Sam Hazledine presents on 'Character' and the role it plays in effective leadership.
To watch this presentation visit: http://youtu.be/TIcL8_sDpN8
http://www.medrecruit.com/
https://twitter.com/MedRecruit
http://www.linkedin.com/company/medre...
https://www.facebook.com/MedRecruit
http://medrecruit.blogspot.co.nz/
This book summary provides an overview of the book "The 360° Leader: Developing Your Influence From Anywhere in the Organization" by John C. Maxwell. The book discusses how leadership can be practiced from any level within an organization, not just at the top, through influencing peers, subordinates, and superiors. It outlines principles for leading up, across, and down an organization. The value of developing leadership at all levels is that it creates a stronger team and prepares people for greater responsibilities. Overall, the book promotes a view of leadership as about influence rather than just position.
The document summarizes leadership principles for leading from the middle of an organization as described by leadership expert John C. Maxwell. It discusses myths that prevent middle leaders from leading, and principles for leading up to senior leaders, leading across to peer leaders, and leading down to direct reports. Key principles for leading up include lightening the load of senior leaders, being willing to do difficult tasks, and developing strong relationships. Principles for leading across peers include avoiding politics, letting the best idea win, and expanding one's network. Principles for leading down include developing each employee and celebrating wins that encourage growth.
This document discusses developing a growth mindset and becoming a proactive manager. It emphasizes developing the whole person, including their body, mind, heart and spirit. A proactive manager is visionary, competent, forward-thinking, a great coach, and a role model. Benefits include conquering challenges, achieving greatness, and inspiring others. The document provides models and questions for self-reflection to strengthen skills and maximize positive impact as a leader.
This document discusses strategies for recruiting, motivating, and retaining effective account management executives. It begins by outlining key attributes of successful sales professionals and the transition from sales roles to account management. It then discusses account management responsibilities and traits needed for national accounts. The document provides examples and advice for recruiting both internally and externally, as well as training programs. Finally, it analyzes motivation theories and provides suggestions for retention, such as competitive compensation, benefits, empowering account managers, and encouraging intrapreneurship.
The document provides a summary and analysis of the book "Leadership Wisdom from the Monk Who Sold His Ferrari" by Robin Sharma. It discusses 8 leadership rituals presented in the book and correlates them to the theory of transformational leadership. The 8 rituals include linking paychecks to purpose, managing with heart and leading with mind, rewarding and recognizing routinely, surrendering to change, focusing on the worthy, leading oneself, seeing what others see and thinking differently, and linking leadership to legacy. The summary analyzes how each ritual relates to aspects of transformational leadership such as individual consideration, intellectual stimulation, and charisma.
Mr. Eswaranatarajan N – Chief Operating Officer at Kotak Mahindra General Insurance, highlights the mind-set required to become a leader in today's corporate world.
The webinar talks about:
• The significance of leadership in today’s corporate world
• The importance of incorporating leadership qualities at all levels
• The qualities and core skills required to be a good leader
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
The document discusses the differences between leadership and management in software development. It asks whether leadership is different for software developers and if a manager from another industry can successfully manage software development. It then explores some paradoxes around whether leadership contains management or vice versa. The document provides advice that every manager should also exhibit some leadership qualities and find their own unique style. It emphasizes the importance of self-knowledge and understanding one's strengths, weaknesses and motivations. Finally, it offers over 30 tips for management and leadership.
This document outlines the content covered in a leadership workshop, including introduction to leadership, interpersonal communications, conflict management, and problem solving. The key points are:
1) The workshop defines leadership as the ability to influence others with or without authority through interpersonal communications, conflict management, and problem solving.
2) Interpersonal effectiveness is the ability to influence others through awareness of self and others, communication skills, and commitment to solving problems even in difficult situations.
3) Attributes of strong leaders include vision, passion, integrity, honesty, and the ability to motivate others through listening and risk-taking. These differentiate leaders from managers who focus on tasks and stability.
The document outlines eight principles of leadership wisdom: 1) Link paycheck to purpose by motivating followers with a cause. 2) Manage with heart by deeply connecting with followers and treating people with kindness. 3) Reward routinely through praise, appreciation and recognition. 4) Surrender to change by embracing learning and progress. 5) Focus on the worthy by concentrating efforts and delegating other tasks. 6) Leader lead thyself by improving oneself. 7) See what all see but think differently by fostering creativity. 8) Link leadership to legacy by making a positive impact and difference.
The document provides guidance on rituals that visionary leaders practice to lead effectively. It discusses 6 rituals:
1. Linking paycheck to purpose by motivating employees with a compelling vision and cause.
2. Managing by mind and leading with heart through promise keeping, listening, compassion, and truth telling.
3. Rewarding routinely and recognizing relentlessly to motivate good behavior.
4. Surrendering to change by embracing new ideas and adapting quickly.
5. Focusing on the worthy by prioritizing high-impact activities and goals.
6. Leading oneself through self-discipline and self-reflection. Visionary leaders work on self-mastery as the foundation for inspiring others.
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...Mr.Allah Dad Khan
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert KPK at Peshawar Former DG Agri Extension and Visiting Professor AUP Peshawar
The document summarizes the key leadership beliefs of a presenter. It discusses leading with passion, having a positive attitude, empowering others, continual self-improvement, effective communication, and leading from the heart. The presenter believes leading from the heart is the most important principle and that getting to the heart of the team, projects, and clients is what leads to success.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
Leadership in Construction Industry for Building ElecronicsJed Concepcion
The document discusses leadership and provides definitions of leadership. It examines what makes an effective leader through discussing attributes such as vision, passion, integrity, and listening. It contrasts leadership with management, noting that leadership seeks change through improvement while management seeks stability. It also discusses important leadership skills like communication, motivation, and change management. The document then provides tips for being a leader, such as taking responsibility, empowering others, and having vision. It discusses conflict resolution styles and the importance of teamwork, coaching, and scheduling in leadership.
This document provides an overview of concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority, and management as coordinating tasks to achieve goals efficiently. The document discusses attributes of effective leaders such as vision, passion, and integrity. It also covers topics like interpersonal communication styles, personality types, motivating teams, and conflict management. The overall message is that leadership requires soft skills like communication and motivation, while management focuses more on hard skills for planning and project execution.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills like scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, risk-taking, dedication and charisma. Effective communication, listening skills and empowering team members are also emphasized.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and conflict resolution, and the commitment to make difficult decisions that benefit the team or organization.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills such as scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and problem-solving, and the commitment to make difficult decisions.
The document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, team building, motivation, and conflict management. The key points made are that leadership involves influencing others, strong communication and problem-solving skills are important, and effective leaders demonstrate integrity, passion and a commitment to developing others.
This presentation is designed for those, who would like to develop the skill of recognising a business opportunity and turning it into a concept. The reader will be presented for methods of spotting, assessing and developing a business idea. Furthermore, they will learn what it means to conceptualise the idea in order to present it for investors or other potential partners.
Slides by Anne Marie Mathiesen,
Copenhagen Business Service
This document provides an overview of a 6-day consulting course on personal branding. The course covers key topics such as defining personal branding, the four-step branding process of discover, develop, communicate, and maintain your brand, and strategies for differentiating yourself and leveraging your unique value proposition. Specific lessons include developing a professional profile and communications plan, researching how others perceive you, setting goals and identifying your strengths, and using tools like websites and social media to consistently promote your personal brand. The goal is to help individuals brand themselves effectively so that they are seen as the "go-to person" in their field of expertise.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Sensational Sales Management - The Key to a Winning Sales TeamAchieveGlobal
Gone are the days of numbers-driven dictators who motivate staff through intimidation or elaborate incentives. Instead, the most effective sales managers are multi-faceted - drawing on a number of diverse competencies to optimize their sales teams' performance.
Jordon Belfort is able to convince clients of his expertise and competence in sales situations. He acts with enthusiasm in every sales interaction, genuinely believing in the value of his products and services. This allows him to transfer positive emotions to clients through his voice, expressions, and body language. By emphasizing customer benefits and value, painting a vivid picture of the future, and creating a sense of urgency, Belfort is able to gain client trust and respect, overcoming obstacles to successful sales.
This document discusses developing a growth mindset and becoming a proactive manager. It emphasizes developing the whole person, including their body, mind, heart and spirit. A proactive manager is visionary, competent, forward-thinking, a great coach, and a role model. Benefits include conquering challenges, achieving greatness, and inspiring others. The document provides models and questions for self-reflection to strengthen skills and maximize positive impact as a leader.
This document discusses strategies for recruiting, motivating, and retaining effective account management executives. It begins by outlining key attributes of successful sales professionals and the transition from sales roles to account management. It then discusses account management responsibilities and traits needed for national accounts. The document provides examples and advice for recruiting both internally and externally, as well as training programs. Finally, it analyzes motivation theories and provides suggestions for retention, such as competitive compensation, benefits, empowering account managers, and encouraging intrapreneurship.
The document provides a summary and analysis of the book "Leadership Wisdom from the Monk Who Sold His Ferrari" by Robin Sharma. It discusses 8 leadership rituals presented in the book and correlates them to the theory of transformational leadership. The 8 rituals include linking paychecks to purpose, managing with heart and leading with mind, rewarding and recognizing routinely, surrendering to change, focusing on the worthy, leading oneself, seeing what others see and thinking differently, and linking leadership to legacy. The summary analyzes how each ritual relates to aspects of transformational leadership such as individual consideration, intellectual stimulation, and charisma.
Mr. Eswaranatarajan N – Chief Operating Officer at Kotak Mahindra General Insurance, highlights the mind-set required to become a leader in today's corporate world.
The webinar talks about:
• The significance of leadership in today’s corporate world
• The importance of incorporating leadership qualities at all levels
• The qualities and core skills required to be a good leader
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
The document discusses the differences between leadership and management in software development. It asks whether leadership is different for software developers and if a manager from another industry can successfully manage software development. It then explores some paradoxes around whether leadership contains management or vice versa. The document provides advice that every manager should also exhibit some leadership qualities and find their own unique style. It emphasizes the importance of self-knowledge and understanding one's strengths, weaknesses and motivations. Finally, it offers over 30 tips for management and leadership.
This document outlines the content covered in a leadership workshop, including introduction to leadership, interpersonal communications, conflict management, and problem solving. The key points are:
1) The workshop defines leadership as the ability to influence others with or without authority through interpersonal communications, conflict management, and problem solving.
2) Interpersonal effectiveness is the ability to influence others through awareness of self and others, communication skills, and commitment to solving problems even in difficult situations.
3) Attributes of strong leaders include vision, passion, integrity, honesty, and the ability to motivate others through listening and risk-taking. These differentiate leaders from managers who focus on tasks and stability.
The document outlines eight principles of leadership wisdom: 1) Link paycheck to purpose by motivating followers with a cause. 2) Manage with heart by deeply connecting with followers and treating people with kindness. 3) Reward routinely through praise, appreciation and recognition. 4) Surrender to change by embracing learning and progress. 5) Focus on the worthy by concentrating efforts and delegating other tasks. 6) Leader lead thyself by improving oneself. 7) See what all see but think differently by fostering creativity. 8) Link leadership to legacy by making a positive impact and difference.
The document provides guidance on rituals that visionary leaders practice to lead effectively. It discusses 6 rituals:
1. Linking paycheck to purpose by motivating employees with a compelling vision and cause.
2. Managing by mind and leading with heart through promise keeping, listening, compassion, and truth telling.
3. Rewarding routinely and recognizing relentlessly to motivate good behavior.
4. Surrendering to change by embracing new ideas and adapting quickly.
5. Focusing on the worthy by prioritizing high-impact activities and goals.
6. Leading oneself through self-discipline and self-reflection. Visionary leaders work on self-mastery as the foundation for inspiring others.
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...Mr.Allah Dad Khan
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert KPK at Peshawar Former DG Agri Extension and Visiting Professor AUP Peshawar
The document summarizes the key leadership beliefs of a presenter. It discusses leading with passion, having a positive attitude, empowering others, continual self-improvement, effective communication, and leading from the heart. The presenter believes leading from the heart is the most important principle and that getting to the heart of the team, projects, and clients is what leads to success.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
Leadership in Construction Industry for Building ElecronicsJed Concepcion
The document discusses leadership and provides definitions of leadership. It examines what makes an effective leader through discussing attributes such as vision, passion, integrity, and listening. It contrasts leadership with management, noting that leadership seeks change through improvement while management seeks stability. It also discusses important leadership skills like communication, motivation, and change management. The document then provides tips for being a leader, such as taking responsibility, empowering others, and having vision. It discusses conflict resolution styles and the importance of teamwork, coaching, and scheduling in leadership.
This document provides an overview of concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority, and management as coordinating tasks to achieve goals efficiently. The document discusses attributes of effective leaders such as vision, passion, and integrity. It also covers topics like interpersonal communication styles, personality types, motivating teams, and conflict management. The overall message is that leadership requires soft skills like communication and motivation, while management focuses more on hard skills for planning and project execution.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills like scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, risk-taking, dedication and charisma. Effective communication, listening skills and empowering team members are also emphasized.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and conflict resolution, and the commitment to make difficult decisions that benefit the team or organization.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills such as scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and problem-solving, and the commitment to make difficult decisions.
The document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, team building, motivation, and conflict management. The key points made are that leadership involves influencing others, strong communication and problem-solving skills are important, and effective leaders demonstrate integrity, passion and a commitment to developing others.
This presentation is designed for those, who would like to develop the skill of recognising a business opportunity and turning it into a concept. The reader will be presented for methods of spotting, assessing and developing a business idea. Furthermore, they will learn what it means to conceptualise the idea in order to present it for investors or other potential partners.
Slides by Anne Marie Mathiesen,
Copenhagen Business Service
This document provides an overview of a 6-day consulting course on personal branding. The course covers key topics such as defining personal branding, the four-step branding process of discover, develop, communicate, and maintain your brand, and strategies for differentiating yourself and leveraging your unique value proposition. Specific lessons include developing a professional profile and communications plan, researching how others perceive you, setting goals and identifying your strengths, and using tools like websites and social media to consistently promote your personal brand. The goal is to help individuals brand themselves effectively so that they are seen as the "go-to person" in their field of expertise.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Sensational Sales Management - The Key to a Winning Sales TeamAchieveGlobal
Gone are the days of numbers-driven dictators who motivate staff through intimidation or elaborate incentives. Instead, the most effective sales managers are multi-faceted - drawing on a number of diverse competencies to optimize their sales teams' performance.
Jordon Belfort is able to convince clients of his expertise and competence in sales situations. He acts with enthusiasm in every sales interaction, genuinely believing in the value of his products and services. This allows him to transfer positive emotions to clients through his voice, expressions, and body language. By emphasizing customer benefits and value, painting a vivid picture of the future, and creating a sense of urgency, Belfort is able to gain client trust and respect, overcoming obstacles to successful sales.
Presentatie van GVS², bedrijf uit België gespecialiseerd in Sales development , die de prestaties van het management en verkoopteams aanzienlijk doen verbeteren door : " Evaluate your people, Strategies, Systems en Processes"
This document summarizes a case study comparing two beer sale and delivery teams, called the Underdog and Topdog teams. It discusses their different structures, leadership styles, compositions, processes, and effectiveness. The Underdog team had a large sales area, lacked communication, and found long-term planning difficult. The Topdog team had a smaller area, equal skills among members, good communication, and clashes of ideas that led to productivity through proper coordination. The document concludes that team performance depends on teamwork and how effectively they use their potential, as the Topdog team was more productive despite using a traditional selling concept.
The document discusses sales force evaluation, including setting objectives, measuring performance both quantitatively and qualitatively, and using a sales force evaluation matrix. Quantitative measures include sales revenue, profit, calls made, while qualitative measures assess skills, relationships, product knowledge. Performance is compared to objectives and standards to identify areas for improvement or reward.
This document summarizes several models for team development and effectiveness. It discusses Tuckman's model of team development which outlines four phases - forming, storming, norming, and performing. It also summarizes Drexler/Sibbet's team performance model, Lencioni's five dysfunctions of a team model, and Hackman's conditions for team effectiveness which include having a real team, compelling direction, the right people, a sound structure, and supportive context. The document emphasizes that teams need tasks designed for a team, a stable membership over time, and clearly defined authority to be effective. Coaching should also focus on performance, strategy, and skills depending on the team's stage of development.
Wipro is an Indian multinational corporation that provides IT, consulting and business process services. It started as a vegetable oil company in 1947 and transitioned into IT in the 1970s. Today it has over 66,000 employees serving 592 clients across 46 development centers globally. Wipro aims to be among the top 10 global IT and business process outsourcing service providers.
Sales and Marketing Competency Set-up TOMSandeep Singh
This document outlines a sales and marketing competency framework. It includes sections on the mission, goals and objectives. It describes an overall sales capability framework and addresses the sales strategy, approach, processes, people and organization, technology/artifacts, performance metrics/KPIs, and planning. The framework provides guidance on topics like the sales lifecycle, forecasting, pipeline reviews, account planning, roles and responsibilities, tools/resources, and business and operational metrics for measuring performance.
Accurate data is important for marketing in five key areas: financial, campaigning, legal, customer service, and analysis. To have accurate data, an organization needs complete and consistent records that are up-to-date, relevant, understood by users, and trusted by users. Organizations can improve data accuracy through data audits, documentation, collection processes, database management, data cleaning, and single centralized databases.
The document discusses managing sales productivity through analytics and coaching people. It describes analyzing sales data to understand activities, results and processes. Issues are diagnosed by determining why employees aren't meeting goals. Solutions include training, coaching, managing consequences, and changing processes. Effective coaching methods like telling, showing, letting employees practice and reviewing performance are outlined.
This document discusses various measures for evaluating the effectiveness of direct and indirect sales performance. It outlines demographic factors, sales cycle analysis metrics, metrics for measuring the rate of change, ways to assess sales performance, considerations regarding sales methodology, and metrics related to customer relationship management systems. The overall goal is to identify the most important factors to analyze in order to improve sales processes and drive better business outcomes.
The Ultimate Guide to Professional Development for Sales ProfessionalsThe Muse
Are you a salesperson who wants to be even better at your job? Or, just wondering what it takes to have a great career in the sales world?
Look no further.
The Muse asked some of the best sales professionals out their for their secrets to success, and brought it all together in one place. Flip through for their practical tips and resources for upping your career game.
For exciting job opportunities, expert advice, and a peek behind the scenes into fantastic companies and career path check out the http://www.themuse.com. Everything you need to find a job and kick ass in your career.
Talent Management Framework - A look at PCMMUtsav Agarwal
PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization
The Ultimate Guide to Professional Development for Marketing & PRThe Muse
Are you a marketer or PR professional who wants to be even better at your job? Or, just wondering what it takes to have a great career in the marketing world?
Look no further.
The Muse asked some of the best marketing and PR professionals out their for their secrets to success, and brought it all together in one place. Flip through for their practical tips and resources for upping your career game.
For exciting job opportunities, expert advice, and a peek behind the scenes into fantastic companies and career path check out the http://www.themuse.com. Everything you need to find a job and kick ass in your career.
The document discusses competency-based management and its components. It defines competency as any knowledge, skill, personality characteristic or behavior that distinguishes superior performers. Competency-based management identifies an organization's distinctive competencies through analysis of top performers. It then designs training to teach these competencies. The document provides examples of competency training programs and discusses how competency-based management can benefit employees and organizations.
This document provides information on supervising, managing, and leading salespeople. It discusses the differences between supervision, management, and leadership. Supervision involves observing employees, providing feedback, and ensuring they understand their responsibilities. Management requires setting objectives, organizing tasks, motivating employees, and measuring performance. Leadership competencies for sales managers include coaching, mentoring, organizing teams, and driving growth. Effective sales managers derive power from expertise and relationships, not just their formal position. They communicate frequently with virtual teams and develop employees into leaders.
Hayes Roth, HA Roth Consulting - University of Miami Career Leadership HA Roth Consulting
In this presentation, Hayes Roth, University of Miami class of 72' and principal of HA Roth Consulting, talks about popular (and sometimes, unpopular) leaders and how they've influenced his life and career.
The document outlines the key roles and responsibilities of a manager. It discusses that a manager's main purpose is to achieve objectives by ensuring each team member achieves their goals. A good manager can get ordinary employees to perform extraordinarily. Managers work with others as coaches and counselors, while workers work alone. Key responsibilities include ensuring objective achievement, decision making, developing team members, strong customer focus, planning, monitoring, controlling, and appraising. The document also contrasts effective versus ineffective manager traits and Mintzberg's 10 management roles.
The document provides guidance for management consultants, outlining best practices for leadership and management consulting including defining management consulting, setting expectations and tone when consulting, and discussing effective leadership techniques such as inspiring vision, empowering others, communication, and modeling ethical behavior. It also compares management and leadership styles and traits.
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
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Sales Managers: Assessing & Fostering Your Team and You
1. Sales Managers
Assessing & Fostering
Your Team and You
Peter Rovick
PDR Professional Development
1
2. Contents
• Common Sales Reps. – Cast of Characters
• Typical Manager Types
• How Can I Manage Better?
– Characteristics of Top Sales People
– Teams vs. Groups
– Best Practices for Managing
2
4. Sales Reps: Stereotypes
• Hard driving / Ambitious
• Big egos
• Cutthroat: ‘sink or swim’ mentality
• Selfish: ‘what can you do for me?’
• Ethical? Need development
(regardless of experience level)
Stragglers The Middle Pack Top
(next to go?) (who will thrive?) Performers
(Sustain? / Grow?)
4
6. The Winer & Diner
• Schmoozing, but losing …
– not winning enough
• Engages upper management in “high profile
deals” … opportunity cost of distracted efforts
• Lower than average net:
– sales costs > revenues
– Management time & value misspent
– Lives the good life at company expense … with
less-than-stellar results
6
7. Smooth Operator
• Politically savvy, but not all-star sales
• Not trusted, for a reason
(actually … many reasons)
• Rapid climb to Mgr. & VP in many orgs.
(but detrimental to culture & long-term results)
• Spends more time managing up than growing
sales (but just enough)
8
8. The New Hire(s)
• Eager to form friendships
• Seeks insights & “the real story”
• Testing the waters
• May become your best friend or worst enemy
Welcome them & share selflessly / sincerely,
then assess motives and share if/when they reciprocate
11
9. So who do you want on your team?
Will you make needed changes?
12
10. “Do I want to be feared or loved?
That’s a good question. I want both.
I want people to be afraid of how
much they love me.”
– Michael Scott
Typical Manager Types
“Replacing one average manager is much easier than replacing an
entire team of average salespeople.” – ZS Associates, Inc.
13
11. Three Types of Sales Managers
• The Best Intended Sales Manager (<10%)
– Characterized by their willingness to invest their time .... Yet, even with these
best intentions, and the lack of important insights (other than ‘what has
already happened’) their coaching efforts are ineffective.
• The Average Sales Manager ( 30%)
– Characterized by willingness to ‘live with’ the limited reports ... These coaches
find themselves ‘guessing’ what the information means, and ‘second guessing’
its accuracy. Not surprisingly, these sales managers are ineffective coaches.
• The Less Skilled Sales Manager (>60%)
– … the less skilled sales manager may not have the tools or the competencies
to lead and coach a sales force. This is due to many factors, including a lack of
training, poor hiring, and... with limited insights to the hidden problems of
sales performance, these managers do very little coaching – and results suffer.
“… all-too-common practice of promoting great sales people
thinking they will also be great sales managers”
Source: St. Meyer & Hubbard, Elizabeth Cabalka
14
13. Suave & Detached
• “You’re behind plan”, but no help
• Cold & judgmental
• Seems only to criticize
• Expects more, but no constructive advice
• Focused more on his image than your growth
“You’re a professional, you know what to do” (but provides no coaching)
17
14. Nurse Ratched
• “I’m here to help you”
• Talks the talk and adapts practices but …
– Insincere with ulterior motives
• Drives metrics at any cost (mostly to you)
• Talks constructive, but is destructive = ↓ morale
• Lures career development with veiled promises
“The best thing we can do is go on with our daily routine. ”
18
15. The Feudal Lord
fief·dom: Something over which one dominant person or group
exercises control
• Attitude: “You’re here to serve me”
• Cares only about self-advancement
• Looks great in front of superiors, but doesn’t
care about team development or
• Takes credit for your accomplishments
• More focused on managing up, than
managing reports
“What do ‘we’ need to do to book these sales before end of quarter?”
20
16. How Can I Manage Better?
Actual & active, not traditional management
21
17. 7 Personality Traits of Top Salespeople
1. Modesty: ostentatious salespeople who are full of bravado alienate far more
customers than they win over
2. Conscientiousness: strong sense of duty and being responsible and
reliable
3. Achievement Orientation: performers seek to understand the politics of
customer decision-making
4. Curiosity: correlates to an active presence during sales calls
5. Lack of Gregariousness: overly friendly salespeople are too close to
their customers and have difficulty establishing dominance.
6. Lack of Discouragement: correlation between sports and sales success
7. Lack of Self-Consciousness: action-oriented and unafraid to call high in
their accounts
Source: HBR Blog Network
http://blogs.hbr.org/cs/2011/06/the_seven_personality_traits_o.html
23
18. Managing
not just Reporting & Directing
• Harnessing and leveraging egos and strengths
– Don’t let misguided strong egos & selfishness poison culture
• Active coaching & mentoring
• Ensure regular shadowing & sharing
• Best practices – capturing & adopting
• Inspiring - not threatening
• Actively fostering specific skill growth
• Mapping career tracks
– Developing related competencies
24
19. Characteristics of Teams
• Clear goals
• Results-driven structure
• Competent team members
• Unified commitment
• Collaborative climate
• High standards embraced by all
• External support and encouragement
• Principled leadership
27
Source: NTD Resource Center, Teamwork in the Classroom
20. Best Practices
… but not just lip service … actual adoption & team growth
• Document & share success stories
– What strategies & tactics worked … and why?
• Develop & deploy processes
– Active / frequent coaching & ongoing modification
• Continuous development of competencies
• Mentors, not feudal lords
• Rewards merit, ignores sychophants
28
21. 12 Best Practices for Successful Teams
7. Process: Don’t over engineer it, but don’t ignore it.
Come alongside team members to motivate and reward them in a social format
that brings out the best in them in a way that inspires everyone
8. Coaching: In the day – in the moment.
9. Herding cats: Dealing with the mavericks and high performers.
Turning great individual performers into great performing teams
10. Leading Indicators: Worrisome patterns of behavior.
Be proactive by coaching reps as they perform… helps prevent weaker
performances from becoming … bad habits that sap overall productivity and sales.
11. Protect their time: can’t sell if aren’t spending time with customers.
12. Celebrate: Winning is fun. Celebrate it!
Effective sales managers understand that the best way to
dispel some of the pressure is to reward wins – even
small ones – as often as possible
Source: Blog.Salesforce.com 12 Best Practices That30
Help
22. Next Steps / Action Plan
• Resist tradition … innovate
• Reassess & realign
• Change is difficult, but culture gains
• Actions speak louder than words
• Actively engage professional development
“A rising tide lifts all boats”
31
23. About me
Experience
• Sales, Customer Service, Product Specialist
• Training, Coaching, Facilitating
• Continuous Process Improvement
• Creativity & Initiative (multiple awards)
Personal highlights
• Twitter: @SmartphoneTrack
• Blog: plrovick.blogspot.com
• LinkedIn: www.linkedin.com/in/rovick/ Inquiries:
Peter Rovick
Full Cycle Professional Development
Sherborn, MA (USA)
e: provick@gmail.com
32
Editor's Notes
“Replacing one average manager is much easier than replacing an entire team of average salespeople.” – ZS Associates, Inc. http://bit.ly/SYvmjF
“Replacing one average manager is much easier than replacing an entire team of average salespeople.” – ZS Associates, Inc. http://bit.ly/SYvmjF
http://www.stmeyerandhubbard.com/blog/The Best Intended Sales Manager. This group represents less than 10% of sales managers, characterized by their willingness to invest their time (or that of an administrative assistant) assembling sales reports from a variety of disparate systems, a time-consuming monthly process. These managers take the time to search for answers to important questions so they can make important management decisions. Yet, even with these best intentions, and the lack of important insights (other than ‘what has already happened’) their coaching efforts are ineffective.The Average Sales Manager. This group represents about 30% of sales managers, characterized by their willingness to ‘live with’ the limited reports that are available. These coaches find themselves ‘guessing’ what the information means, and ‘second guessing’ its accuracy. Not surprisingly, these sales managers are ineffective coaches.The Less Skilled Sales Manager. This group represents the largest group (over 60%) of sales managers, characterized by their unwillingness to invest their time in the existing reports. Additionally, the less skilled sales manager may not have the tools or the competencies to lead and coach a sales force. This is due to many factors, including a lack of training, poor hiring, and the all-too-common practice of promoting great sales people thinking they will also be great sales managers. Without answers to their questions and with limited insights to the hidden problems of sales performance, these managers do very little coaching – and results suffer.
Blogs.salesforce.comhttp://bit.ly/SKdiKe
Source: Strategic Visions, Inc. http://www.strategicvisionsinc.com/uploaded/toptensales.pdf
Source: NTD Resource Center, Teamwork in the Classroomhttp://www.ndt-ed.org/TeachingResources/ClassroomTips/Teamwork.htm
Source: Blog.Salesforce.com 12 Best Practices That Help Sales Managers Make Their Teams Successful http://bit.ly/SKdiKe
Source: Blog.Salesforce.com 12 Best Practices That Help Sales Managers Make Their Teams Successful http://bit.ly/SKdiKe