Aren’t resolutions just mini-projects you want to accomplish? What better way to do that than by leveraging agile! The Scrum framework is best suited for this. Let’s look at how to hack Scrum for personal productivity…
The 4-Hour Work Week by Tim Ferriss The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content. Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait […]
Work Smarter, Not Harder: Time Management for Personal & Professional Productivity from University of California, Irvine. You will be able to gain and apply your knowledge and understanding of personal and professional awareness, organization and …
By giving focus to the personal value that individuals bring to the business, organizations show that the people are as important as their work. This value-based culture improves productivity, morale and commitment, but it doesn’t get built on slogans.
Something is afoot in the productivity blogosphere, something which, I think, reflects a wider change in society itself. In the past year, several popular personal productivity bloggers have changed their focus, sometimes radically, or even stopped blogging altogether. At the same time, new writers have launched productivity sites that have attacked the very notion of productivity.
We have two holy grails in this industry, ROI and Productivity. ROI and Productivity (ROIP) are great for talking about manufacturing widgets. They are even great for talking about call centers. But value creation? Leadership? Relationship management? Innovation? Would you use such metrics for an acquisition? How about a hire of a key corporate officer? Would you make a career switch to improve your personal ROI or productivity? Would you use ROIP to make the case to develop a web portal for your enterprise? How about ROIP for picking out what to have for lunch? With these as goals, we are rushing headlong into the 1950’s. I distrust generic metrics anyway. But these seem to especially trap us in the wrong decade.
Can we apply lean principles to project management itself? Here the author proposes tips and tricks to introduce lean into our practice, avoiding common waste pitfalls and presenting experiments made in the field to improve the personal productivity of the project manager.
The Pomodoro Technique is a popular approach to time management, and it shares obvious similarities with some ubiquitous concepts in Agile, Lean and Scrum such as timeboxing and sprints. But is it really a good fit for teams working in Agile environments, or is it better employed as a personal productivity tool?
There’s plenty of information for how to manage a project. But how can a PM learn the art of personal productivity in a world of bombarding digital distractions? Turn off the ringer, stop checking email and read this article…
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In the knowledge economy, working extensive hours is sometimes equated to dedication, loyalty and even productivity. But while dedication, motivation and personal drive can carry the day at first, that doesn’t last. Sustained extended hours of work end up diminishing production and discouraging creativity.
While it is their own personal goal to maximize team productivity and minimize any stumbling blocks along the way, it is also sometimes necessary for a ScrumMaster to act as a guardian and help protect their team members. Just don’t get too aggressive on the field…
(From PRWEB) — A 2008 study by Hudson Highland Group Inc. of more than 1,500 U.S. workers reported that nearly a third considered work-life balance and flexibility to be the most important factor in considering job offers. In addition, the U.S. President’s Study of American Work-Life Balance (March 2010) states that work-life balance programs “can reduce turnover and improve recruitment, increasing the productivity of an employer’s workforce. These practices are also associated with improved employee health and decreased absenteeism, a major cost for employers.” Work-life balance programs, through applications such as flexible work arrangements, employee wellness programs, telecommuting and job-sharing, can help employees feel truly connected to their companies, fostering loyalty, mutual respect and a positive work environment. Particularly since the onset of the recent recession, many employees who have been downsized have been inspired to reconnect with their family and personal interests and are actively seeking a new career conducive to work-life balance. “Flexible work programs have become business imperatives,” says Cynthia Thomas Calvert, co-founder and senior advisor, Project for Attorney Retention. “The changing demographics of the workforce mean the workplace has no choice but to change as well. Employers that support innovative scheduling, with no stigma attached to its use, have a clear edge in recruiting, retention, productivity, and customer service – in short, they win.” Read more.
Have you heard of Web 2.0? What about “Sales 2.0”? There is new sales 2.0 conference that is owned by Selling Power Magazine — it remains to be seen what specific direction they will take it. Is Web 2.0 the same thing as sales 2.0? What is the current buzz surrounding sales 2.0.? There are two camps currently: Camp 1: Sales 2.0 is the use of web 2.0 technologies (and technology only) for sales or sales-related purposes. Camp 2: Sales 2.0 is the “Next Evolution” of Selling — where Selling is taken to the next level What do you think? Add Your comments? Recently, I asked the question to my LinkedIn Network… here is what some people said: View these answers on LinkedIn too ———— Aaron of Office Tools, LLC Says: Sounds to me like you have answered your own question, but it’s more than just using technology and resources like web portals and Blackberries. It’s also combining these technologies into your relationship with the prospect in a manner that is attuned to their comfort level as well, i.e. don’t make your customer a technology guinea pig every time a new tool is introduced. ——————— Martin B Success Coach, speaker, trainer and author. Known for his focused, rapid-results coaching. Says: Again to me it is about integrity, ethics and how they work with the customer for all the technology in the world can not replace that. I think sales 2.0 will include the sales person building an on-line quality reputation that will go with them over time. Of course I think being a CRSP ( Certified and Registered Sales Professional ) is very important as well. Quality relationships take time and SHOULD take time, technology can help but it still demands the basics. http://inquireonline.info/sales/sales-as-a-profession ———————– Nathan, a Director of Client Services Says: Interesting question and I hope this helps. I had been meeting with clients about a potential proposal for two months and doing a lot of work with them in between. They put on events as a part of their business model so I showed up to a happy hour one night to network and build rapport. They called the next day and wanted a proposal immediately. It was for a pretty big project so I got to work immediately. I sent the proposal to the principal and his VP of Advertising (two person show). I got the email from her (VP) Monday morning saying they were going with a different company. I did the customary follow up with an email asking why and didn’t hear back for several days. The VP of Ads is pretty into her myspace account and added me as a friend four days later (we got along well socially). I ended up following up with her on myspace, found out that it was a price point and we are currently renegotiating the terms of the proposal. ————- Brian a Life Sciences Training, Marketing and Branding specialist Says: Great question and one in which I view there being multiple answers to. These answers could be based on existing sales methodologies along with the technology stack, both current and planned, that will used within the sales organization. Sales 2.0 for us is evolving. Sure, we use standard SD processes and have a great CRM in place. Beyond this, what is sales 2.0? – Web advertising – Web networking – Blogs – White papers – SME webinars – Referral marketing – Tying it all together – Any so many others If I were to define sales 2.0 for the industry, I would state the following today. — Sales 2.0 is the sales approach where proven development methodologies are combined and blended with new communication & collection mediums where the client is empowered through the use of information to make well informed decisions — Yes, I said empowering the customer. As the web is now a central point in all communications, providing the information that your client’s seek is paramount to being viewed as a strong player in the service or product field that you serve while this also will help them in making better decisions. When structured property, Sales 2.0 approaches should increase contact to conversion ratios without all the (hub-bub) normally associated with sales development. I view a perfect sales world to be the day that a blinking super ball with your logo on it IS NOT required to impress a potential client, but a well formed and intuitive intake process does so without all the old school glitz. —————— Flyn P, The Inside Sales Guru Says: Sales 2.0 is the integration of all sales best practices as Web2.0 tools are now integrated for websites. I find many people stuck on one sales method over another when all of the methodologies have best practices that are probably applicable to most selling environments. The other half of this solution is that sellers have to learn to embed and incorporate best practices into their sales processes instead of placing the sales process on top of what they are doing. It is my belief that the most effective way to teach a sales best practice is from within the sales process for which you intend to use it. This means you must find the appropriate places and applications for the best practice and then customize it to fit your specific selling process. It is one thing to lean about “impact” questions it is another thing to apply them to your selling. Thus, you take the impact question and put it in the sales process for ABC Co. and make the question ABC’s. Impact Question: “What is the impact of the bottleneck in manufacturing on revenues?” ABC may not have such an issue in their selling — the key problem may be productivity of a widget in an adverse environment. The impact question that directly addresses that issue must be developed and made part of the selling process. The result is salespeople don’t need to figure out how or when to ask the question. That combined with the use of all sales methods and best practices would be Sales2.0. I hope that helps. Clarification added 5 days ago: I have noted that other addressed marketing issues and I would agree with these ideas — I kept my answer strictly to “Selling.” ———- Christian, an International CRM & e-Marketing Expert – Techno-Marketing Specialist Says: Dear Brian, More than a collection of technologies that help sales professionals personalize information for customers and interact with them rapidly, Sales 2.0 should be considered as the synthesis of new technologies, models, processes and mindsets. It is about leveraging people, process, technology, and knowledge to make significant gains. It means integrating the power of Web 2.0 and on-demand technologies with proven sales techniques to increase sales velocity and volume. It also relates to increased communication and collaboration between sellers and buyers and within the selling team, together with a proactive and visible integration of knowledge and measurement of the buying cycle into the sales cycle. It seems that Sales 2.0 truly merges sales and marketing into a seamless effort to target buyers more effectively using innovative and integrated tactics with an objective to bring in a lot more business at a lower cost. It is also about making anything and everything in the sales and marketing lifecycle measurable, so that you can take that information and resulting analysis to further optimise your sales process. More streamlined processes, together with the technologies to carry out smarter approaches, can immediately help organisations that are committed to moving their sales and marketing efforts to the next level of performance and dramatically accelerate their sales cycle. For further insight on this and related topics, please see http://www.saastream.com/my_weblog/2007/11/sales-20-taking.html#more —————– Joe G, a VP and Research Director, Sirius Decisions Says: Sales 2.0 is being trumpeted in the market place as the next wave of sales automation technology that will improve sales productivity, reduce cost of sales, increase customer loyalty and drive sales performance through the roof. Sound familiar?… think of SFA 1.0 promises. Sales 2.0 is – or should be – a focus on adapting customer engagement strategies to the rapidly changing environment that is dominated by the unrelenting evolution of the Internet. While leveraging technology should be a part of any approach, it is just an enabler to a broader sales readiness strategy. Obviously there are a variety of perspectives on what Sales 2.0 is, should or could be. I would suggest a visit to the blog at The Sales 2.0 Network website: http://sales20network.com/blog/ Duncan, A Business Development and Salesperson Says: To me Sales 2.0 is more about leading your customer to the best conclusion rather than ‘closing’ them through manipulation and hard sales tactics. i.e. you should strive to make sure that the product is a good fit for your customers and that your customers are a good fit for your company. The better the fit, the more repeat sales and referrals you will get. posted 5 days ago Nigel: CEO, Sales 2.0. Next Generation Sales Information, Telesales & Consulting Says: Hi Brian, Thanks for asking the question. I think it’s pretty clear from the answers that there is not yet one clear definition of sales 2.0 The way I came up with “sales 2.0” two years ago was through my personal frustration with a lot of the ways we have been selling. Added to that my realization that a lot of these techniques date back over 100 years to John Patterson at NCR. So I saw “sales 2.0” as a statement that we can “take sales to the NEXT level”. What happened after that is that some smart folks in Silicon Valley noted that the Internet is already creating change that we sales people can harness NOW to move our selling to the “next level”. Hence the emphasis on technology solutions in many current definitions of “sales 2.0” So for now we don’t have ONE solidified definition but the most popular one short-term is using Internet tools to boost sales performance. Long-term I hope the buzzword can stick around to really mean “taking the whole sales profession to the next level”. That’s my dream.
E valuating Customer Experiences To discuss and deliver a training program on “Evaluating the Customer Experience”, expect that your audience will give you highly charged feedback that is vocal, interactive, and filled with very personal testimony – positive and negative. Why? Depending on the customer service outcome, in any given shopping experience, organizational and human behavioral psychology are forced into one place – revenue gain or loss at the expense of an emotional consumer. Quantify Your Customers Buying Habits Managing the Sales Learning Function becomes an important factor here in successful training and development.With this in mind, it is even more critical now to watch carefully and evaluate the quarterly value proposition percentages and net revenues of a business against the customer experience. Sales and Customer Service Training Managers need to teach their teams the importance of learning to execute best practice behavior that ensures a positively outstanding customer relations experience. The result of not applying these behaviors at any random moment when interacting with a buyer or repeat customer can have dramatic negative results on a business brand that is trying to sustain a positive marketplace perception. The Customer is now a REAL Consumer Watchdog It is at this place, where the consumer has a lot of “power” over the company. Viral feedback, negative or positive, flies in the face of internet social economics where the consumer will post comments on Facebook and Twitter. Negative postings can severely handicap a brand, cash flow results and organizational effectiveness. It is extremely expensive to fix the perception of the customer. Negative customer feedback can derail the efforts of a well planned business strategy designed at increasing customer market share. The Customer is in Control Organizations are facing more intense customer service pressures, so Trainers need to make sure that soft skill competencies in customer, sales and service delivery are taught in ways that reflect positive business results. According to the Journal of Marketing Research, http://www.jstor.org/pss/3152082 “when a service failure occurs, the organizations response has the potential to either restore customer satisfaction and reinforce loyalty or complicate the situation and drive the customer to a competitor.” The ASTD Sales Training Drivers defines “evaluating the customer experience” as assessing the effectiveness and positive impact of solutions and then communicating the results to the stakeholders. Key actions include: identifying and using operational metrics that clearly express beneficial results that are understood and valued by solution stakeholders. (net promoter scores, total cost of ownership, return on investment (ROI) time to competence and productivity ratios.) Therefore, it is the Trainers responsibility to show how a total customer experience will influence customer perception, customer value, service quality and customer loyalty, as it relates to financially responsible business results.
Wanted – Sales Leadership Many salespeople seek to grow into management positions. However, many of these same people don’t act like a leader or a manager in their day-to-day activities. Effective sales leadership and requires a salesperson to understand who they are and what they stand for while consistently exceeding revenue quotas and customer satisfaction expectations. Once a salesperson understands who they are, and they consistently exceed the sales expectations, they begin to influence others in a more impacting manner. In other words, they are in tune with their clients, their own company, and more importantly they know what they stand for. In short, they begin to exude leadership — leadership at the corporate edge. As a leader in the future they must understand how to synchronize sales processes with marketing messages while providing top-notch services. All of this requires them to be fully engaged with individual buyer processes — and displaying leadership to buyers as well. Achieving consistently high sales productivity requires a hands-on approach that is engaged and aligned in a common organizational direction. Sales, marketing, and services professionals must understand their personal and organizational goals and how to achieve them. They must invest their time in the right accounts and the right activities. Growth efficiency requires skilled and focused leadership. It also requires leaders who can mobilize their team members, employees who work for them, and even their own management teams to achieve a common goal that meets the strategic and financial goals of the firm while providing the absolute best service and support to the customer. Future salespeople will be asked to lead, no matter what position they hold in their sales organization! Their position, at the corporate boundary, will require it. Once salespeople fully embrace the High-Character, High-Leadership paradigm, they must understand what is required by all these critical stakeholders and be a solid rock of product knowledge, subject matter expertise, and consultant.
SANTA BARBARA, Calif.–( BUSINESS WIRE)–Employees across the country consume nearly three hours a day worrying about their job security according to a new national survey by Lynn Taylor Consulting, a firm that helps companies transform managers into more productive, trustworthy leaders through lively, research-based seminars. Bosses may be unwittingly fueling this fear by one simple action, staying behind closed doors, as 76 percent of employees say that when faced with this scenario unexpectedly, it triggers thoughts of being laid off. “In today’s economic environment, employees are searching for every clue to determine their job fate. Too often, not enough direct input is given to employees, and so non-verbal cues are heavily relied upon,” said Lynn Taylor, a nationally renowned expert and author on workplace issues. “Managers working behind closed doors may be shutting out more than noise – they may be shutting down productivity,” she added. Commissioned by Lynn Taylor Consulting, the U.S. study was based on telephone interviews conducted with 1,000 respondents 18 years of age or older by a national independent research firm. The survey found that the average employee spends 2.8 hours (168.8 minutes) a day worrying about personal job concerns, such as company lay-offs and/or losing his or her job. ( Read entire release.)
(From Business Wire) — The Customer Contact Association (CCA), the leading independent authority on contact centre strategies and operations, says a drive to boost employee engagement in contact centres will unlock greater productivity and lead to happier staff and customers. CCA’s thought leadership agenda supports organisations who employ some 30% of the one million people working in contact centres in the UK. CCA has completed an authoritative industry census in which it emerged that an overwhelming majority of organisations described their contact centre employees as mostly committed. However, it identified room for improvement to boost the proportion of employees described as ‘very committed’ from the current figure of 18%. CCA Census 2010-11, which canvassed the views of 246 respondents (the majority of whom work for organisations employing more than 1,500 people globally) found that 73% of organisations describe their staff as ‘often committed’ while a minority of 8% said staff are ‘rarely committed’. CCA Chief Executive Anne Marie Forsyth said: “Front line contact centre staff are living through taxing times, frequently bearing the brunt of customer concerns and complaints as well as worrying about job security. Despite these pressures, employee engagement is relatively high among our membership. CCA is leading a drive to help members raise the bar on engagement levels even higher in order to deliver consistent world class service.” Forsyth added: “We need a renewed emphasis on people issues to reflect the seismic change taking place in customer contact. Performance throughout the recession has been good – our census shows that 82% of our members have had ‘very active’ engagement with customers and 79% are committed to personal development of employees. We’re proud of what members have achieved in a cost-cutting environment and we’re collaborating on strategies designed to boost performance even further.” Read more.
DISCLAIMER: The following article is a reality and a strategy, NOT defamation or a tactic. THE CONCEPT: Why purchasing and procurement departments should be avoided, and how to do it. THE REALITY: Purchasing and procurement are a way of life. YOUR REALITY: Your total lack of C-level relationships makes your life a sell-from-the-bottom-up proposition. HERES YOUR SELF-TEST: Are you relegated to purchasing as part of corporate policy? Are you prevented from talking to the person who actually uses the product youre trying to sell? Are you making decisions as to how much profit youre willing to sacrifice to secure the business? Are you bullied into matching price to get the order? Are you being TOLD what your price will be in order to do business? Welcome to the club of losers. Not people, profit. The purchasing department or the procurement department has one major job: To save their company money. Oh wait, let me complete that sentence as it relates to you: To save their company money, at your expense. In general, when you deal with the procurement department and their people keep in mind: They dont care about quality. They dont understand outcome. They dont understand the need for service after the sale. They dont understand productivity. They dont care about morale. They dont care about outcome. They dont care about vendor relationships. They dont care about vendor profitability. They dont care about you. They NEVER look for the best, just the lowest price. Procurement departments operate under the general principle of, and are measured and rewarded by: We saved a nickel! BUT the outcome of the saved nickel may be that everyone in the company is unhappy, the product is crappy and breaks down, the service response is slow. NOTE TO PURCHASING: Its also likely the productivity, and low quality, and loss of morale, cost your company 500 times more than the nickel you saved. Theres a Rock, Paper, Scissors game of business: CEOs cover purchasing and procurement. If the CEO calls down to purchasing and says, Were going with ACME Widgets! The procurement person says, ACME boss? Okay boss! And thats it. No proposal, no bid, no price cutting, no match this price. No nothing. Just a purchase order. NOTE WELL: This is only possible if you have a relationship with the CEO. Ouch. ATTENTION PURCHASING: Here are a few recommendations that eliminate lowest price from the final decision: 1. Demand testimonials. Dont just bid. Prove what you promise. 2. Create a range of price acceptance. If the price is within 10% of the lowest bid, the purchasing agent can (and should) choose what he or she believes is the BEST product or service. 3. Let your people test the product. 4. Let your people tell you what they want. 5. Let your people tell you who they want to do business with. NOTE WELL: Independent third party purchasing groups should be TOTALLY avoided. The hotel industry is besieged by RFPs from bullying third party event planning companies that shield the customer, and only care about price. Hotels hate them, and are forced to eliminate most of their profit to book the event. And the ultimate customer loses respect, face, and is in total jeopardy of having a third rate event with a poor outcome. All in the name of saving money. And reverse auctions are worse. They milk every cent of profit. My two-word strategy for both of these is: DONT PARTICIPATE! If no one played, theyd go away in a week. The strategy to eliminate, or at least mitigate, the process of starting with purchasing, is to have a relationship with the person or people that direct them. You can be recommended and you can be the standard used for selection. You can have a history of success at other companies based on quality, productivity, results, and profitability and present proof of this as a price alternative. You can have a social media presence that allows your customers to provide feedback. You can write value-based articles that C-level people might read. This can get you in direct contact with decision makers. NOTE WELL: These 750 words are not going to resolve the issue, and are certainly not going to eliminate the purchasing department. In most cases, purchasing and procurement are a vital part of any large company. The challenge Im issuing is that it is NOT just a price decision. Bidding is a losing proposition. Best and value are the winners. If youre a purchasing agent and you personally need heart surgery or a hip replacement, do you want best, or lowest price? Best, or three bids? Think about it. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at firstname.lastname@example.org. 2012 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Many companies are considering training programs for the new year. New budgets. New needs. New opportunities. And most companies will concentrate on it. Whatever it is. More sales, a new product launch, customer service, internal operations, diversity, or whatever is pressing. All of that is wrong or should I say, out of order. Before you train ANYTHING, before you launch any new program or initiative, ask yourself these two questions: 1. How positive are the attitudes of our people? 2. How attitudinally receptive will our people be to this training? If the answer to Hows our attitude? is Not too good or Inconsistent or My attitude is great, its everyone elses attitude thats the problem! then the training will be met with resistance, and will fall short of your expected outcome. Way short. The answer to this dilemma is very simple, yet its overlooked at most every company in the world: Train attitude first. Positive attitude. YES! Attitude. Positive attitude is not a program or an initiative. Its an imperative. Its not the flavor of the month. Its the feeling of and for a lifetime. Your lifetime. Attitude is the mood of every employee. Positive attitude leads to positive productivity and positive communication. Attitude is both foundational and fundamental. Attitude is foundational to all aspects of corporate productivity, communication, and harmony. Its the basis for what is erroneously known as morale. Its NOT morale its attitude. Low morale is a symptom poor attitude is the problem. Attitude is fundamental to all aspects of job performance. How much more profitable would your company be if EVERY employee (including you) had the attitude of yes? These days attitude is easily deteriorated. Cutbacks, budget cuts, over-tasked employees, poor leadership, lower profits, and increased pressure to do more with less. Yet attitude is virtually ignored by every company HR and training department. Why? Its hard to measure the ROI. Pity. Youve heard the expression: Attitude is everything. Let me break it down for you so you can have a better understanding of how everything attitude really is: Your attitude rules your mood. Your attitude rules your self-esteem. Your attitude rules your communication. Your attitude rules your interactions. Your attitude rules your thought process. Your attitude rules how you perceive things. Your attitude rules how you perceive people. Your attitude rules how others perceive you. Your attitude rules your service. Your attitude rules your sales. Your attitude rules your career. Your attitude rules your family. Your attitude rules your life. In your business, your attitude rules your sales, your service, your communication, and internal morale. And at the end of positive attitude in your business is a ton of referrals and a great reputation. Pretty important, huh? Well, if your attitude is so important, how come you dont spend 15 minutes at home each morning building it? Or 15 minutes in the morning when you get to work? What are YOU doing to ensure that every employee gets a daily YES! message? Here are a few more attitude insights: Attitude starts at home with your family. Attitude is personal. Its not about other people or other circumstances. Attitude is ALL about you. Attitude is selfish. You do it for yourself FIRST. Then and only then can you give it, or pass it along, to others. Attitude is a choice. You are ALWAYS free to choose: How you give value. Doing what you love. Having the right attitude. Attitude is a gift and a blessing self-given and self-imposed. And it is my greatest hope that you discover that truth and bless yourself forever. Maybe its time to invest in attitude training. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: email@example.com. 2012 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
(From Human Resource Executive Online) — Recently, I had a long phone conversation with a young professional who had just been put into a managerial role. She’s a very smart, organized woman, who took on her first supervisory role when her manager left and she was asked to fill in until a replacement was found. Shortly thereafter, she was simply named manager. Typical for a tough economy, she wasn’t permitted to back fill for her prior position. A new manager in a unit she felt was understaffed, she was completely confounded by the behavior of one of her direct reports and was looking for valuable input. I think that anyone with supervisory experience remembers that first, difficult employee-relations issue you had to deal with. It’s when you first realize that all employees don’t view their responsibilities as an employee in the same way you do. You learn that, sometimes, employees reporting to you have a very different view as to what it means to be an engaged, productive and contributing worker. And it’s when you truly understand — in a very personal way — that being a manager isn’t just about a higher pay grade, greater visibility within an organization or managing a budget. It means spending time dealing with employee-relations issues, where no two are the same and they’re rarely fun. So how can HR executives maximize the value that frontline supervisors can contribute to a business? After all, frontline supervisors are closest to the largest part of the workforce, and they can have a huge impact on how well employees are working toward achieving the organization’s business strategy and goals. A recently released research report from the Institute for Corporate Productivity provides new insights — and data — HR executives should take note of. I4cp surveyed almost 300 HR and management professionals and asked questions designed to gain a better understanding of just how involved frontline managers were in their organizations’ talent-management efforts. Read more.
Facilitating Change is a World Class Sales Competency that needs attention! This subject is so COMPLEX and CHAOTIC that it is very difficult to explain, manage or measure. As a Trainer, it is critical now for you to be able to understand how change affects your company and is reflected in your training. Let’s keep this SIMPLE! Your company is most likely affected by harder economic conditions today and will be driven to improve efficiency, productivity, and service quality. The training methods and outcomes you present to your employees will be a measuring stick for these improvement changes.Change happens CONSTANTLY and you must be able to ADAPT to it. Business Change – Sales Training In Sales Training, be sensitive to teach your team about the size and scale of any management decision. – small to large – and how it affects operation, sector, location, history, and employee population. Change is about moving an organization from a current position to a future condition, for the purpose of marketplace strategy and employee workplace performance alignment. Evaluating sales and marketing change strategies can be done by looking at other company case studies and ROI analysis. But, beware! “Tested” sales strategies and implementations that have been tried before by other organizations may not be the best one for your company or for your team to experience! Also, be careful to look at the effects of bringing in other Subject Matter Experts or Consultants who have had successful outcomes using “tried and true” methodologies that have worked for them in the past. These too may not work in your particular organization. Make sure that the new change initiative is a process to be facilitated rather than a plan that can be dictated to the employees The People vs. YOU! Facilitating change through people is very TOUGH because people are TOUGH and generally RESISTANT to anything that is different than what they are used to – especially if they have created a habit or routine that seemingly makes their life easier. People are more reactive than proactive and changing anything in their world (personal or work environment) can be confusing to deal with! However, through honesty and being straightforward about your change strategy, you can break through any resistance that people give you. The TRUTH will always set you free, even in business where money seems to be king over the people. Nothing could be farther from the truth! You cannot run a business without the power of people. The love of people is the root of successful business in sales! If there is a change initiative approaching where people are involved, brace yourself for the resistance. You can guarantee that too many opinions will be involved! So, like the good Boy Scout or Brownie, “Be Prepared” to brace yourself emotionally and intellectually for the upcoming change challenges presented in front of you. People present problems all the time at the top, middle or bottom of any organization – that will need to be dealt with if the company is to succeed overall. Many organizational studies say that the best change efforts are better left to employee engagement and creative teams rather than top down leadership. Many change efforts have failed because the company demanded the change process to be handled and controlled by corporate policy and procedure with little or no creative thinking allowed. According to Hank Garber, CEO of National Risk Managers in Long Island, NY, (firstname.lastname@example.org), one way to engage employees in facilitating organizational change is to “make your employees your partners in the process of change”. He also states that you can gain “greater and more effective communication- internal & external- by working to create a sales orientation that permeates every part of a business, leading to increased revenue, client retention, and loyalty by customers and employees. The focus of change should be for the betterment of everyone in the organization as it relates to increase business results that sustain organizational growth.
Social media is a force and trend that should be embraced, according to new research from the American Society for Training & Development (ASTD). A new research report, The Rise of Social Media: Enhancing Collaboration and Productivity across Generations finds that regardless of generation, workers in the United States believe that social media tools have an important role to play in workplace learning and development. The study also finds that most companies have a long way to go when it comes to implementing social media tools for the learning function. While the vast majority of respondents used social media in their personal lives, only 24 percent said their informal learning at work included social media. However, more than 80 percent of survey respondents said social media tools would become an important part of the learning function within the next three years. The findings show very strong and significant correlations between high use of social media tools at work and respondents’ opinions that the tools help them get more and better work done, learn more truly useful things, and learn more in less time. The Rise of Social Media: Enhancing Collaboration and Productivity across Generations shows that social media tools have considerable value for the learning function. ASTD President and CEO Tony Bingham says, “Understanding the huge impact Web 2.0 technologies have on how the workforce learns is critical to engaging employees and customers, and ultimately, critical for an organization’s growth and success.” The topic of social media in the learning function will be addressed by Bingham at ASTD’s 2010 International Conference and Exposition on May 17. For more information on The Rise of Social Media: Enhancing Collaboration and Productivity across Generations visit www.store.astd.org.
The latest research by ATD and the Institute for Corporate Productivity (i4cp) found that self-paced e-learning is thriving in nearly 90 percent of organizations. Talent development leaders and practitioners say they anticipate not only continued growth, but exciting changes for e-learning ahead. They expect e-learning to take on new characteristics: greater levels of personalization, more interactivity, expanded use of videos, and an increased focus on content presented as microlearning. Join…
Change isn’t the enemy many imagine, but much of the thinking around change is often friends to only a few. Most of our thinking about change centers around corporate change and planning to achieve that. Finance, productivity, risk assessment, restructuring, and timetables often consume most of the planning time, with little or no consideration of individual concerns. However, every corporate change involves a multitude of personal changes without which the corporate objectives cannot be fully…
New research in the fields of neuroscience and positive psychology is showing the ripple effect positive communication, and the practice of embedding happiness into our work routines, can have on our work environments and culture, including employee engagement, productivity, and happiness at work. In this session, you will explore the seven principles of positive psychology that fuel success and performance in the workplace, and create your own personal plan for incorporating happiness into…
Time management is increasingly important, but there are simple, effective techniques you can use to improve how you spend your day. This session, based on best practices from a leading time-management training and assessment company, will show you how to strengthen your personal effectiveness, leadership development, and capacity to change. You’ll leave with tools to achieve measurable increases in productivity, engagement, and accomplishment.
Mindfulness is being taught and practiced in a growing number of organizations worldwide in the effort to improve personal and professional effectiveness and overall organizational productivity.
How well employees balance the demands of work and personal life can have a significant effect on the productivity of an organization. This issue offers a work-life plan by providing tips and tools to help define what having a balanced life means for you, and helping you achieve it. In addition, this issue provides tips on creating a personal mission statement and envisioning an ideal life.
Sometimes, the things we do can limit our careers without us being aware of it. The Hogan Development Survey can help you uncover behaviors that interfere with productivity, interpersonal success, and career advancement. Find out more about it here.
Cognii Virtual Learning Assistant Cognii’s Virtual Learning Assistant uses powerful natural language processing technology to provide instant assessment of students’ open-response answers, along with qualitative feedback. It acts as “Siri for Education” by engaging students in adaptive tutoring conversations and helping them master concepts and solve problems. Cognii supports inquiry-based learning and facilitates implementation of […]