The BLAST program helped create strong leadership in a time of company growth.
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Neuroscience continues to gain popularity as a scientifically sound approach to leadership development.
The author of the Qaspire.com blog, Tanmay Vora, uses digital drawing technology to illustrate ideas about leadership, learning, and change.
With effective writing skills, managers can maintain respectful relationships with peers even when there is disagreement, and prove their leadership potential with tact and effective persuasion.
A metal manufacturer learns that effective leadership is necessary for optimum plant productivity.
To build, motivate, and engage your team requires the team members to be as passionate about achieving an objective as you are. Of course, that means you must have a high degree of energy and commitment around what you’re trying to accomplish. Your leadership comes not from telling others what to do but from showing them w…
Strong succession planning and development practices that support smooth leadership transitions and build a culture of development across the entire enterprise are critical.
Not everything was a glowing success for a new leadership development program at Heinz, but lessons learned helped to improve future program designs.
A unique twist to talent development at Dow Chemical Company combines pro bono consulting on sustainability issues with global leadership development.
Nancy Altobello and the talent function at EY not only have a seat at the leadership table, but also a valued role throughout the organization.
Prioritizing Stakeholder Need Your decision has real impact. We make decisions everyday on the job. Sometimes we face decisions are hard, and when there is more at stake, we want to make sure that we did the best to make the right decision, took the right action, and did it in a timely way. We also want to make sure “why” we are moving forward in one direction or another. Your sales team is often confronted with situations that are very complex and they will have to prioritize their decisions in order to determine how to sell to a buyer. At the same time, they have a responsibility to the success of a business result that is expected by the stakeholders that are supporting their job. Who are the Stakeholders? Who and what are really affected by your decision? This is where prioritizing stakeholder needs becomes a critical insight for you to keep in mind. Generally, the stakeholders will be the organization you work for, the executives, your immediate team members, and / or your boss. As a Trainer, you are touching many different lives. The people who are most affected by your decision have a “vested” interest in what you say and do. What you say in your class is important. How you deliver your sales leadership or management course and message of instruction is equally important. You are affecting people. Ranking Priorities It is very importance that you have your priorities in order. ASTD Sales Training Drivers says to “Identify the true nature of the need” and explore the root causes to ensure accurate understanding and scope of that need. Before proceeding, you should be prioritizing the critical causes. “Determine the most appropriate plan of action based on needs analysis and prioritizes actions, resources, and time.”
(From Business Wire) — Experts devoted to the study of leadership point to character and competence cultivated over decades as precursors to success. RHR International, a leader in the field of senior executive performance, believes it is possible to accelerate this cultivation timeline as well as the development results. In part one (“Defining World-Class Performance Dimensions”) of a 2-part edition of its publication, Executive Insight, RHR International outlined the criteria that define world-class leadership performance in the Chief Executive position: Read more.
Did you know that there is a Preconference Workshop in Arabic this year, at the ASTD International Conference? The workshop will be held on Saturday, May 30, 2009, from 9:00am – 5:00pm, in Room 202 B. Building Leaders Within Islamic and Multicultural Environments This workshop explores the essence of leadership and its fundamentals; and differentiates between the effect of personality and the effect of job rank, and also between management and leadership. We’ll discuss essential dimensions required for leadership. We’ll present organizational behavior and its elements, in addition to the application of moral and behavioral tenets in view of Islamic culture. The workshop will be conducted in Arabic and is directed to attendees from Kuwait and other Arabic-speaking nations. The workshop will be led by Dr. Jasem Ibrahim Saleh Al-Omar, who is currently the Assistant Deputy Director General for Applied Education and Research at the Public Authority for Applied Education and Training (PAAET), in Kuwait.
(From CBSNews.com) — Why can’t we all just get along? Because we can’t. Welcome to the Petrie dish of human dysfunction called planet Earth. And yes, you really are welcome. Misery loves company. Conflict is as natural for people as it is for animals. As long as territory, food, mates, and in the case of humans, money, are limited, there’s conflict. It is what it is. Not only that, but as environments go, the workplace is a relatively small, closed system. Talk about a zero-sum game. There are limited raises, promotions, recognition, resources — everything’s limited. It’s surprising anything gets done at all. Really. So, despite the best management and organizational systems, conflict happens, right? Well, yes and no. While it’s convenient to blame employee conflict on differences in personality and style or folks just behaving badly, in reality, that doesn’t cover it. Not even close. In my experience, many – if not most – workplace conflicts are a function of management problems. It’s true at just about every level in the organization. And when management conflict is chronic, that’s almost always a sign of executive dysfunction. Don’t believe me? Here are 7 examples of leadership or organizational issues that create breeding grounds for employee conflict. Shared, split or unclear responsibility. When responsibility is shared or isn’t clearly defined, that’s a recipe for disaster. That’s why I don’t believe so-called “two in a box” management works unless the functions are discretely divided. Even then, there are conflicts. I see it time and again at all levels. Centralized organizational functions. Whenever you have centralized organizational functions like HR, IT, marketing or sales, for example, there’s serious potential for conflict between people fighting over resources. Happens all the time. It’s a resolvable matrix management issue, but it isn’t easy and not every company gets it right. Ineffective compensation and review systems. Nothing breeds employee-level conflict more than when compensation or review systems are dysfunctional. For example when criteria isn’t well-defined, there are more exceptions than rules, or promotions and raises are done by tenure instead of merit. Up and coming stars thwarted by “the system.” The opposite of the above is when review and compensation systems aren’t flexible enough to allow for certain individuals with star potential to be identified and offered an accelerated path. Read more.
(Brian E. Clark, WisBusiness.com) The companies that emerge strongest from the current recession won’t be those that simply slash their payrolls to save money. Rather, says author and former Yahoo executive Tim Sanders, the winners will be those that continue to innovate and take steps to become more sustainable and environmentally benign. Companies must “rethink the manufacturing process to reduce the impact on our environment and to create a business that can grow indefinitely,” said Sanders, who will speak May 19 at the Manufacturing Matters conference in Milwaukee. The conference, hosted by the Wisconsin Manufacturing Extension Partnership, will feature two keynote speakers (including Sanders) plus 20 workshops offering insights and best practices on a wide range of topics, including business transformation leadership, export opportunities, lean manufacturing, marketing, online collaboration and talent management. New this year is a workshop track devoted to sustainability in products and processes. Sanders said it’s wrong to think sustainability is a “cost driver and a profit reducer.” ( Read the entire article.)
Research from the Beryl Institute identifies visionary leadership and strong and vibrant cultures as whe top two factors for improving the patient experience.
Ken Sterling explains that assessing your team and actively implementing change are both key to taking leadership returns to the next level.
Did you know that this strength could be holding you back professionally? Maya Hu-Chan offers a guide to bringing a strengths-focused approach to global leadership.
A few days ago, I was searching around on the web for information about leadership (in relation to a new project with Elaine Biech for a Leadership Handbook, but more on that another time), when I stumbled across an article by one of ASTD Press’s authors, Alexandra Levit. In the September-October issue of The Futurist, she writes about the future world of work, from her perspective as a Gen Xer. As a Gen Xer myself, I was interested in what she had to say. These are some of the trends that she sees on the horizon: Alexandra thinks that these things sound exciting, but I am trying to decide what I think about it…. Well, I can recognize some of the excitement in it, certainly. The ability to work on the fly, to shift tactics quickly, to adapt–it all has a kind of video-game feel that’s kind of fun, how fast can you go and how fast can you get out of way of the objects flying at you (for some reason, all I can picture is a roller rink with an assortment of obstacles rolling past that you have to duck). Also, the potential independence of a situation where you are your own employee, working on a project-by-project basis for an organization. That’s kind of nice, too. But there are some downsides as well. For example, I already don’t like how much work creeps into home life and the work day expands, expectations of your availability change too. Also, there’s a lot to be said for the value of being part of an organization, the value of contributing to something larger than yourself on an ongoing basis. So there are pluses and minuses. Anybody else have a thought?
So I have been following some of the Twitter traffic coming out of Learning 2010 (some of my colleagues are down there running a bookstore), and one of the attendees just posted a pic of some popular books at the store. Of course, I am pretty psyched that one of them is our very own The New Social Learning by Tony Bingham and Marcia Conner! Another one of our authors, Cindy Huggett (@cindyhugg), has been tweeting regularly about virtual training and will have a session on Tuesday at 2:45 called “Virtual Sessions Gone Bad.” She is the author of ASTD Press’s Virtual Training Basics, which provides all the how-to information you might need to deliver effective virtual training. Also tweeting at Learning 2010 is my pal Darin Hartley (@soc_net_writer), author of 10 Steps to Successful Social Networking for Business. He’s got a session tomorrow at 8 a.m. He notes that keynote speaker Marshall Goldsmith (and contributor to The ASTD Leadership Handbook) offers the content of his library unrestricted, so you might want to check that out.
I was doing some benchmarking the other day between a few different organizations. One question that was asked was, what are the “no-brainer” groups of employees to train? (And there may be a second question, what are the no-brainer topics to train, like leadership, ethics, sexual harassment, etc). To me, the obvious groups are: What are other obvious classes of people that should be part of a formal learning program?
The Public Manager, a quarterly journal about empowering government and developing leaders, announces an editorial change in the Spring 2011 issue. Washington press corps veteran Ilyse Veron will take over as editor, according to the journal’s publisher Carrie Blustin, while longtime editor Warren Master will assume a new role as Editor-at-Large. “For eleven years Warren Master kept readers on the leading-edge with innovative public management articles,” said Blustin. “We look forward to his continued contributions as Editor-at-Large, anchoring interviews for the journal’s new podcast series, sharing insights in his blog, Agile Bureaucracy, and presenting at our events.” “This change brings new opportunities to provide more timely content and perspective,” Ms. Blustin continued. “Ilyse Veron brings years of award-winning experience covering media, technology, and public affairs, including actions of every federal department and agendas of multiple presidents. And, she’s done it for CQ and The NewsHour with Jim Lehrer, among others.” Master’s final spring issue centers on public managers’ preparations for climate change. Ms. Veron’s first issue, due out in June, will offer a forum on 21st century government – its technology, performance, and talent management. The summer issue of the journal will launch Ms. Veron’s new column, Editorial Perspective, and other features. Ms. Veron joined The Public Manager after years of producing events, programs, and reports with MacNeil-Lehrer Productions, and she has already begun blogging and podcasting along with Mr. Master on management issues at www.thepublicmanager.org. Ms. Veron’s career began at The Brookings Institution, followed by years at Congressional Quarterly. In the mid-90s, she served as principal researcher on The System, a book by David Broder and Haynes Johnson. From 1995-2002 she reported for the NewsHour on national and business news, earning an Emmy award for coverage of the Justice Department’s case against Microsoft and recognition from the UCLA Anderson School of Management. Since 2002 Ms. Veron has specialized in outreach and project management, working on citizen events and broadcasts such as PBS’ By the People and “Bernanke on the Record,” and she has developed content on various media platforms for nonpartisan nonprofits with a federal focus. Her freelance bylines have run on Scripps Howard Wire Service, Wired.com, Foxnews.com, and elsewhere, most recently in Education Week’s Digital Directions magazine. About The Public Manager The Public Manager is a unique, editorially independent quarterly journal about government leadership that works. Focused on empowering and developing leaders, it publishes ideas of experienced professionals about critical public management issues including budgeting and accountability, technology and innovation, and the people who make it happen. Additionally, with events and web postings, it fosters a community for current, former and future managers to share best practices and resources regarding federal challenges and professional development. The Public Manager allies with the Partnership for Public Service, GovLoop, Young Government Leaders, the Graduate School, the American Society for Public Administration, and others who serve career public servants. The Public Manager is published by The Bureaucrat, Inc., a nonprofit controlled affiliate of the American Society for Training & Development (ASTD). ASTD is the world’s largest association dedicated to the training and development field whose members work in thousands of public and private sector organizations. The Bureaucrat, Inc. maintains its own corporate officer and Board of Director structure to guide The Public Manager.
(From bizjournals.com) The Walmart Foundation has made a $550,000 donation to fund a six-week Conservation Leadership Corps program that will get Milwaukee-area high-school students involved in conservation efforts and give them some green-jobs training. The Walmart Foundation, in partnership with the U.S. Conference of Mayors, awarded the funds from its Green Job Training Initiative to the Milwaukee Area Workforce Investment Board and the Student Conservation Corp. Read the entire story.
Women bosses are viewed as less qualified and capable than their male counterparts, according to a study. Leadership continues to be viewed as a culturally masculine position, scientists said. Research shows that women suffer from two primary forms of prejudice in the workplace. Firstly, they are seen as both less natural leaders and secondly, when they adopt male behaviour types often required by these roles, they are viewed as inappropriate or presumptuous. Lead researcher Alice Eagly, of Northwestern University, said: ‘Cultural stereotypes can make it seem that women do not have what it takes for important leadership roles, thereby adding to the barriers that women encounter in attaining roles that yield substantial power and authority.’ Read more.
Thunderbird, in partnership with the Xenel Group, has delivered the first three modules of an executive development pilot program for middle and upper-level managers in Jeddah, Saudi Arabia. The program began in March and covered strategy, finance, marketing and leadership. It mixed classroom instruction and Saudi-based case analyses with hands-on involvement in real-world projects. The modules jointly blend the best of current academic research with a detailed knowledge of the Saudi Arabian operating environment. The role of professional development is shifting, according to Dr. Ahmed Gabbani, Xenel’s executive education director and one of those responsible for bringing Thunderbird and Xenel together. “In the past, its focus was to provide managers with management knowledge and prepare them for promotion, and it was also used for reward and recognition,” he said. “Today it is about moving it up a level in terms of business outcomes. As we all know, staying competitive in the global marketplace demands new skills and approaches to business.”
I’m not a great believer in leadership training, even though it’s very much the trend. But the fact that such training exists means that there is a problem to be solved. I notice that some of the manuals like to quote the 10 leadership principles of Jack Welch. I’ve copied below the first five: 1. There is only one way – the straight way. It sets the tone of the organisation. 2. Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organisation. 3. Get the right people in the right jobs – it is more important than developing a strategy. 4. An informal atmosphere is a competitive advantage. 5. Make sure everybody counts and everybody knows they count. Three of them I find vitally interesting for the rethinking of learning. Forget the first, which is there as a kind of shocker, asserting the authority of the leader (what better way to say “I’m Jack Welch, shut up and listen”?). If I wanted to quibble, I’d say that just as there’s no such thing as a free lunch, there’s no such thing as a straight way. All viable ways follow the relief of the land and are therefore not straight, but rather as straight as possible or as straight as management can make them which means that professional life doesn’t end up looking like a series of right angles. It starts getting interesting with number 2. Learning is as close to the top as you can get (once you get the phantom straight line out of the way). And notice what it says: learning is everywhere. It doesn’t come from trainers and SMEs. Everyone’s involved. And the need is to transfer, not to teach. Skip to point 4. What do we find? A celebration of informality, not as a method of learning (who in the organization really cares about learning besides Jack Welch?*) but as a factor of competitive advantage! Put 2 and 4 together and we begin to see how learning organizations may develop. Point 5 is equally important. How do people show they count and know they count for others? I don’t think Welch is talking about pay packages and brownie points. It’s rather that their voice is heard because they have something to contribute and a forum for making it heard. That forum is the ongoing informal dialogue of an organization where “everyone, everywhere” has something “to offer”. Maybe we should be concentrating on giving shape to that forum by encouraging communities where the dialogue is real and authentic, not polluted by too many “learning points”. Anyway, it’s a great honor to welcome Jack Welch to the exclusive club of promoters of informal learning. He deserves to be one of us! * To answer my own question, I’d say “nobody except the CEO” because everyone else, including the CLO, has a job to do and they all know the criteria on which they will be judged. And it ain’t learning – which is oriented towards the future — but keeping the machinery going with as few hiccups as possible – which means having one’s eye fixed on the present and quarterly results. Having worked closely with a direct disciple of Jack Welch, I know how focused those objectives are.
Results from independent research, published on September 21, show that 67% of graduates surveyed are likely to consider leaving their current employer as the country comes out of recession. Commissioned by the Inspirational Development Group (IDG), provider of bespoke leadership and management programmes, the results offer a snapshot of how graduates are viewed and valued in the workplaces of some of the UK’s largest employers, including the NHS, Thomson Reuters and the Lloyds Banking Group. Focusing on graduates two and a half to three and a half years into their scheme, the report investigates the perceptions and reality of graduate retention, recession impact and valuation issues for graduate programmes, both from the organisation and graduate’s perspective. Read the full release.
This is the first in a series of blogs by Sylvia Ramirez Benatti about nonprofit leadership.
The New Social Learning is the Most Authoritative Guide on the Power of Social Media in Organizations
Most writing about social media focuses on how to use it for marketing, but there’s a much larger story to tell, according to Tony Bingham and Marcia Conner, co-authors of The New Social Learning, released this month. This is the first book to help organizations understand and harness social media to improve organizational effectiveness and learning. Co-published by the American Society for Training & Development (ASTD) and Berrett-Koehler, The New Social Learning is for people who are interested in how social media helps people in organizations learn quickly, innovate fast, share their knowledge, and engage with peers, business partners, and customers. More so than any other technology, social media allows individuals to embrace the needs of changing workplace demographics and allow people of all ages to learn in ways that are comfortable and convenient for them. As Bingham and Conner assert, emerging technologies enable a new kind of “knowledge-building ecosystem with people at its core.” The new social learning reframes social media from a marketing strategy to a strategy that encourages knowledge transfer. At its most basic level, social learning helps people become more informed, gain a wider perspective, and make better decisions by engaging with others. Using examples from a wide range of organizations – including Chevron, the CIA, Deloitte, EMC, IBM, Mayo Clinic, and TELUS – The New Social Learning shows how people in organizations across the globe are using social media to collaborate and learn. “A major reason we came together to write this book is to help readers understand how to find new ways to make sense of the mountain of information coming toward them every day,” the authors explain. “We need new ways to filter content, to save information, and to learn from each other and our trusted sources. It is our hope that the new social learning – and the examples, recommendations, and lessons provided in the book – will take us all in that direction.” Tony Bingham is president and CEO of ASTD, the world’s largest professional association dedicated to the training and development field. Marcia Conner is a partner focused on enterprise collaboration at Altimeter Group, a firm that provides thought-leadership, research, education, and advice on leveraging emerging digital strategies. Connect with the authors on Twitter @newsociallearn, and read reviews, chapter summaries, and listen to audio clips at www.thenewsocialearning.com. Copies of The New Social Learning may be purchased at www.store.astd.org. For more information about the book, contact Kristen Fyfe at ASTD: 703-683-8192, firstname.lastname@example.org.
I had a high school teacher who observed that the male students seemed to spend a lot of time trying to figure out how to be male students, and the female students seemed to spend a lot of time trying figure out how to get male students. As I work with companies implementing both social networking and simulation technology, I have observed a new hierarchy of needs. 1. Learning to Be People strive to know who they are. What do they like to do, and what do they hate to do? With whom are they most comfortable, or motivated, or depressed? Who are their role models? How can they get satisfaction and sustainability out of life? What are their priorities? What is a good day and what is a bad day? Where do they fall on the issues of the day? Is it better to be directive or participative? As people figure this out, they want to test this new personality out on the world. They make comments online, and post pictures. They speak up at meetings. They give suggestions and then orders of their co-workers, friends, and subordinates. They strive understanding and validation. To a large degree, this has been the drive of much of social networking and web 2.0, as well as pop culture, and “Cosmo” and Match.com self-tests. People today strive for self definition increasingly globally, not just defining themselves by where they live, where they work, or as a friend or enemy of the next door neighbor. 2. Learning to Do People then want to have a impact on the flow of their world – to change the course of activity in a positive way because of what they do. This is where the big skills, such as leadership, stewardship, project management, and innovation come in. This is where people put forth some blood, sweat, and tears, and experience ownership This is where simulations play a critical role. Immersive learning simulations, especially practiceware, have the ability to give people ten years of distilled experience in 15 hours. Sims develop an awareness of the all-critical “active knoweldge” trinity of: 3. Learning to Know At this point comes the learning to know. This might be cultural literacy/history, or organizational history, or trivia. This is where we try to make sense of the world we inherited – to piece together the giant puzzle. This is where books and the History Channel become so interesting. It is around this third category that academics has built both their curricula and their research process, one of the reasons I have so little hope for the role of Ph.d dominated Foundations to add significantly to the first two. I say again that what we teach is limited by what we can teach. The exciting thing about this new media order is that we have more power at our fingertips for development than ever before.
Sam Herring, co-founder and executive VP of Intrepid Learning Solutions AND the chair of ASTD’s board of directors, has a great article on Fast Company titled ” Moving Toward 2020: The Learning Decade” in which he states, “To be sure, not every company is a learning company; but more and more organizations recognize that learning can help solve the most vexing economic and financial problems of the day. As a result, we predict that the years leading up to 2020 will be known as ‘The Learning Decade.'” He goes on to say, “There are many reasons why corporations have decided to make significant investments in learning, even in these budget-constrained times, but here are what we believe to be the main drivers.” His list includes: top line innovations, disruptive technology, competitive pressures, increasing speed, beyond commodity, virtuous circle, emerging markets, industry change, industry consolidation, brain drain, failing grade, return to growth, future jobs, knowledge workers, leadership vacuum, culture change, and unanticipated conditions. It’s an impressive list of drivers – and one you should read in full for yourself. An additional thought from Sam to close with: “Achieving prosperity in ‘The Learning Decade’ will present companies with many challenges. The good news is that learning and its derivative, enhanced performance, can help us innovate, grow the top line and emerge from the recent economic downturn stronger than we were before.”
(From Forbes) — Which countries have the most promising crops of leaders coming up through the ranks today, and where in the world are there more young people likely to develop into leaders tomorrow? And how can leadership be measured at all? SHL, a U.K.-based talent management consulting firm, has just released a study that aims to provide answers to those questions. A giant in the world of employee assessments, SHL has more than 10,000 clients in over 100 countries, ranging from consulting firms Deloitte and KPMG to airlines like Cathay Pacific, multinationals like Unilever and public sector organizations like the United Nations and the European Personnel Selection Office, which does the hiring for the European Commission. This year, executives at SHL decided to mine data from past employee assessments and try to shed some light on the leadership potential in the many countries where it works. This morning it released a list of the countries it believes have the greatest percentage of effective leaders, and those that it sees as most likely to develop leaders within the next three to five years. The country with the most leaders today: Hong Kong, which the report treats as a separate country, though it is an administrative region of mainland China. The country with the most future leaders: Mexico. SHL used data from 1.05 million client surveys that it gathered from 2006 through 2011, to come up with its list. It focused on eight different skill areas to measure leadership capability: initiating activity and deciding, supporting and cooperating, interacting with and presenting to others, analyzing and interpreting data, creating and conceptualizing ideas, organizing and executing plans, adapting and coping with others, and finally, performing and achieving. Read more.
One can imagine the time in our pre-paleolithic history when formal learning consisted of two balanced parts: During the day, people with skills would show others how to do something. “Grab the spear here,” the teacher might say, taking the hands of the apprentice and putting them in the right spot. “Now practice in that sandlot over there by throwing it at that big tree. Keep doing it until you get it right. Then throw it at the smaller tree.” While at night, people around the campfire might tell of great adventures, including myths and legends. People would share ideas, and help their community expand their thinking. The best story tellers would gain bigger audiences and develop their own craft of narrative and suspense. Then came the technology of writing. And suddenly the balance shifted. Communities were able build on the written work of the past. Written work also scaled well, where the work of one village could impact villages all around it. The disciplines of accounting and drama evolved geometrically. Meanwhile, practicing in the sandlot didn’t change much. It was still a one-to-one activity. Since the technology of writing, many subsequent discoveries have further augmented the “learning to know” skills. Paintings, theaters, printing presses and books, photographs, schools, universities, sound recordings, movies, scanners, Google (and now, the Kindle) all turned our culture into masters of linear content, enabling both great artists and our own exquisite vocabulary around such catnip as plot devices, antagonists, suspense, and the hero’s journey, just to name a few. We can watch a Spielberg movie, a piece of campfire-style intellectual property that is the recipient of cumulatively trillions of dollars of investment and R&D, and evaluate it at a level of cultural sophistication that would awe citizens from a even a hundred years ago. And yet, in the “learning to do” area, we are probably worse than our hunter-gatherer ancestors. For teaching the simplest skills, we mirror our ancestors (“put your hands here”), and for the more complicated skills, we don’t have a clue. Ask a Harvard Business School professor to develop leadership (or any Big Skill) in a student and she will go into campfire mode with PowerPoint slides of grids, case studies, and so-called inspirational stories. The advent of flight simulators and computer games, however, have introduced technology around “learning to do” that can finally scale. Today, there is a robust, if nascent, set of “sandlot” tools that is receiving a significant intellectual investment of the current community, and is able to build on the discoveries of the past. Today’s “authors,” often game designers, can begin to create virtual sandlots where participants can practice skills, instead of just hearing about them (the theory of nudging a pinball machine to get a better score, from a campfire perspective, is trivial; the practiced application is where it is hard). And, correspondingly, an entirely new language is being developed. Gamers now effortlessly talk about end-of-level bosses, mapping Actions to interfaces, the attributes of Units on Maps, and what is good or bad level design. During the next twenty years, the sandlot technologies (the “learning to do” through games and simulations) will successfully challenge the campfire institutions of universities, movies, and books not only for the discretionary time of the community (which we have already seen), but for help in improving their quality of life. We are already seeing glimpses of the latter through Carmen SanDiego, The Oregon Trail, Age of Empires, America’s Army, Full Spectrum Warrior, Virtual Leader, and Brain Age. Will Wright, the creator of SimCity and The Sims, is the first Shakespeare or Beethoven of this medium. In other words, people will engage in games not to play a super-hero, but to actually become more like one. And the balance between “learning to do” and “learning to know” may finally be restored.
ASTD is taking a leadership role in defining talent management. A new research report and whitepaper discuss 20 components of what comprises good, integrated talent management and why it matters. ASTD’s research team found that while many people talk about “talent management” it means different things to different people.
Survey: The Best Companies for Leaders Demonstrate How to Weather Economic Storms and Prepare for the Upturn
(PHILADELPHIA, BUSINESS WIRE) The world’s Best Companies for Leaders-among the world’s most respected-are focused on developing leaders who will not only survive and thrive in the current financial crisis but will be well positioned for growth once the economy improves. The 2008 Best Companies for Leaders survey-conducted by management consultancy Hay Group and Chief Executive Magazine-identifies the top 20 best-in class companies (see below) as well as the attributes that make these companies known for great leadership. The research suggests a number of best practices to help organizations and their leaders navigate the significant challenges brought on by the economic downturn as well as key tips to prepare for the upswing. Surviving the downturn When asked what organizations value the most in leaders, 83 percent of the best in class organizations as compared to others said “execution”. Organizations value leaders who can achieve results through others. These leaders create a climate in which people know exactly what is expected of them. In ideal times, the survey results showed, people value authoritative and democratic styles of leadership in comparison to the other four styles of coercive, affiliative, pacesetting and coaching. In tough economic times, employees’ desire more communication and clarity around goals. They want their leaders to become more visible and to be leading from the front. Typical leadership styles which accomplish this include authoritative with some coercive and pacesetting when needed. During tough economic times, best-in-class companies create clarity, encourage development, drive accountability and recognize successful leaders. 65 percent of the top twenty companies on the list hold senior managers accountable for commitments versus 36 percent for all others. 63 percent create a sense of purpose for employees by communicating values versus 43 percent for all other companies. 45 percent honor leaders within the organization versus 32 percent for all other companies. In addition, 62 percent of respondents indicated that matrixed roles are increasing in their organizations. Managing in a matrix poses its own set of challenges, including the need for collaboration, creating a cohesive team, not having authority over resources, managing conflicts over differing agendas, goals or priorities, and minimizing confusion over roles, decision-making and accountability. Hay Group says that there will be an increased emphasis on the skills needed to work in a matrix environment. Relationship building, influencing, adaptability, interpersonal skills and collaboration skills will all be more important in the future workplace. “The conventional top-down chain of command is yielding to decision-making that’s spread across business units, executive teams with far-reaching authority and other activities that reflect a brave, new, flat business world,” said Rick Lash, Hay Group’s national practice leader for leadership and talent. Preparing for the upswing The Hay Group/Chief Executive survey reveals that the top 20 best companies for leaders make leadership development a priority. 70 percent of the top 20 companies say they have a formal process to identify individuals for leadership roles, versus 37 percent of all companies. 65 percent of companies say that talent management is driven by a clear business strategy versus 39 percent of all other companies. 55 percent have formal programs to accelerate leader development versus 34 percent of all other companies. “What we have been seeing in these uncertain times is that organizations are not pulling back on their development of leaders, primarily because organizations recognize they don’t have the depth of leadership they need to meet future demands,” said Lash. “This year we have seen the best in class organizations become more focused, investing their assessment and development on their best leadership talent, rather than providing across the board development for everyone,” he said. “The Best Companies for Leaders are making serious investments in leadership development,” said Lash. “Development opportunities include special projects, assignments, and online training programs.” Hay Group is a management consulting firm that works with leaders to transform strategy into reality. We develop talent, organize people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organizations realize their potential. We have over 2600 employees working in 85 offices in 47 countries. Our clients are from the private, public and not-for profit sectors, across every major industry. ( Read entire release.)
Douglas A. Brook and Maureen Hartney lay out a plan for the new administration to leverage executive leadership teams.
(From Indiana University) — The dreaded bell curve that has haunted generations of students with seemingly pre-ordained grades has also migrated into business as the standard for assessing employee performance. But it now turns out — revealed in an expansive, first-of-its-kind study — that individual performance unfolds not on a bell curve, but on a “power-law” distribution, with a few elite performers driving most output and an equally small group tied to damaging, unethical or criminal activity. This turns on its head nearly a half-century of plotting performance evaluations on a bell curve, or “normal distribution,” in which equal numbers of people fall on either side of the mean. Researchers from Indiana University’s Kelley School of Business predict that the findings could force a wholesale re-evaluation of every facet related to recruitment, retention and performance of individual workers, from pre-employment testing to leadership development. “How organizations hire, maintain and assess their workforce has been built on the idea of normality in performance, which we now know is, in many cases, a complete myth,” said author Herman Aguinis, professor of organizational behavior and human resources at Kelley. “If, as our results suggest, a small, elite group is responsible for most of a company’s output and success, then it’s critical to identify its members early and manage, train and compensate them differently from colleagues. This will require a fundamental shift in mindset and entirely new management tools.” Read more.
My last post on this blog highlighted two recent public sector training efforts that demonstrated strategic alignment with priority agency outcomes – both in the US Department of Defense ( http://community.thepublicmanager.org/cs/blogs/agile_bureaucracy/archive/2010/03/29/strategic-workplace-learning-in-the-public-sector.aspx): enabling success in Afghanistan by building cultural expertise at the US Defense Intelligence Agency (DIA) creating a collaborative culture at DIA through an effective onboarding program in which employees learn that knowledge sharing is their own personal responsibility Other Public Sector Case Illustrations Here are brief highlights from other government training efforts that tackle a wider array of challenges – many of which will be featured as articles in the summer 2010 issue of The Public Manager and presented at the American Society for Training and Development’s (ASTD’s) 2010 International Conference & Exposition to be held in Chicago, Illinois, May 16-19 ( http://www.astdconference.org/): Business Analysis Center of Excellence: NY State Office of the State Comptroller This case illustration explores the New York State Office of the State Comptroller’s intensive, cross-agency learning experience aimed at more effectively aligning business analysis with management initiatives. With the assistance of an outside management consulting group (ESI International – www.esi-intl.com), the state organization developed key strategies – including coaching and mentoring programs complemented by skills assessments and other learning programs that continue to refine business analysis (BA) best practices. Education Transformation for Results: Sandia National Laboratories This case study at Sandia, one of the US Department of Energy’s prestigious national labs, demonstrates an approach to begin the process of transforming corporate education into an effective education partnership between an organization’s executive and line management and its HR organization. Sandia Labs’ focus on fostering a learning culture drove its transformation of the Labs’ education process to enhance individual capabilities and behaviors that produce tangible results. It offers a blueprint of how a line management and human resources team, commissioned by the organization’s leader, can create a charter, establish a plan, gather and analyze data, prepare and present recommendations to executive management for action. Practical concepts, checklists, and tools are explained as application opportunities, and innovative approaches to obtain and sustain executive engagement and partnering early in the transformational education process are identified as essential success factors. Pushing Management’s Buttons to Improve Performance at the US Coast Guard This case study highlights several of the most powerful, but under-utilized, approaches to improve workplace performance. The old maxim: “If all you have is a hammer, everything looks like a nail” rings true in the workforce performance field. If all you have is a training solution, then everything is a skills-and-knowledge problem. Yet, research and common sense have demonstrated that oftentimes the performance problem isn’t with the people in the organization, but with the organization itself. This experience brings focus to many of the areas the organization’s leadership should examine before assuming a problem will be solved through training. It includes real-world examples and case studies from the US Coast Guard on how a true performance perspective results in quantifiable and cost-effective returns in individual and organizational performance. Share Your Observations I’ll continue sharing examples of how government organizations at all levels are aligning training efforts with strategic agency goals. If you know of others that align workplace learning efforts with priority mission and management challenges, please let me hear from you.
Strategic Workplace Learning in the Public Sector A little less than two years ago on this blog, I entered a curmudgeonly post on “The Non-Strategic State of Workplace Learning” (See Agile Bureaucracy, June 16, 2008 – http://community.thepublicmanager.org/cs/blogs/agile_bureaucracy/archive/2008/06/16/the-non-strategic-state-of-workplace.aspx ). My snarky premise was that even though since the mid-90s government at all levels had begun requiring strategic goals, measurable outcomes and periodic reporting on results, “this shift (hadn’t) yet made a noticeable dent” in aligning training and development investments with agency mission or management priorities. For example, I noted, “In a post-silo organizational culture, Chief Human Capital Officers (CHCOs) would be fully involved in the organization’s strategic planning and management systems (and such T&D) activities would be (integrated) to meet priority challenges.” Designing Strategic Leaning Efforts I also speculated that indicators of this integration might appropriately include the training community’s involvement in designing learning efforts to: foster an organization-wide performance culture improve oversight and accountability behavior recruit, engage and retain young professionals – among other priority HR challenges help IT professionals and non-technologists alike keep pace with expanding E-expectations help managers transcend boundaries of federal, state and local governments and foster collaboration among public, private, and nonprofit sectors assure that transparency becomes an organization-wide value help agency managers plan to share responsibility for achieving results – with other governmental levels, internationally and the private sector prepare managers for and respond more collaboratively to catastrophic disasters Again, the unflattering picture I painted two years ago didn’t include much evidence that the T&D community even had a seat at the table on these matters. To be sure, some of the feedback (and blowback) I received suggested that I had painted too bleak a picture. (After all, even the Dutch Masters included a few swatches of thick, white oil paint on their invariably dark canvases.) Nevertheless, few colleagues – trainers, HR leaders, and other public management professionals – could point to instances where training figured as an integral part of strategic public sector initiatives. Strategic Workplace Learning Observed Well, in searching for such illuminating examples, I’m beginning to see some light. In fact, the theme of the summer 2010 issue of The Public Manager is strategic workplace learning – with likely articles featuring case illustrations from such government organizations as: the US Departments of Defense, Energy, Homeland Security, Housing and Urban Development, Interior, Transportation, and Veterans Affairs; and New York State, among others. Moreover, many of these public sector workplace learning innovations will be presented in interactive or workshop-style sessions at the American Society for Training and Development’s (ASTD’s) 2010 International Conference & Exposition to be held in Chicago, Illinois, May 16-19 ( http://www.astdconference.org/ ). Here are brief highlights from just two of these training efforts – both involving the US Defense Intelligence Agency (DIA): Enabling Success in Afghanistan: Building Cultural Expertise at the US Department of Defense As the United States geared up to send thousands of troops into Afghanistan, the Defense Intelligence Agency (DIA) faced the challenge of preparing hundreds of intelligence analysts to enter the country knowing something of the history, culture, politics, and governance of the region. The Afghanistan-Pakistan Regional Expertise Training Program was developed to deliver cultural expertise training to intelligence professionals and operations personnel across the Intelligence Community and US Department of Defense. This case study considers how the DIA responded to a time-critical, far-reaching problem that crossed agency and coalition lines. It examines how to meet the need for an immediate solution while addressing questions of funding, format, location, and ideal content – in effect, how to create and evaluate a sustainable model for preparing employees to operate in a range of countries and cultures. Creating a Collaborative Culture at the Defense Intelligence Agency After the terrorist attacks of September 2001, the members of the Intelligence Community (IC) needed to transform from a stove-piped culture, where employees viewed knowledge as power, to a collaborative culture, where employees saw knowledge sharing as their personal responsibility. Creating such a culture begins with an effective onboarding program. In 2004, the Defense Intelligence Agency (DIA) leadership directed the development of an orientation and acculturation program to bring together all junior-level, professional-grade employees, regardless of job responsibilities. The 5-week program develops an understanding of how all elements of the DIA work together to support US National Security objectives and Department of Defense operations, and to collaborate with other Intelligence Community (IC) members. This program is innovative among IC onboarding courses by its attendance policy, the length of the course, the curriculum, and the instructional methodology. DIA recognized that new employees could be effective change agents and designed its onboarding program to help establish a knowledge sharing culture. The recitation examines training techniques DIA has used to foster a culture of collaboration across organizational lines, explores the challenges within organizations that inhibit collaboration, and identifies the role of senior leadership in transforming the culture and the onboarding process. Share Your Observations In subsequent posts, I’ll be sharing more examples of how government organizations are aligning training efforts with strategic agency goals. If you know of other examples of how public sector organizations have begun to align workplace learning efforts with priority mission and management challenges, please let me hear from you. Better still, encourage trainers and managers in these organizations to comment on this blog directly and weigh in with their own best practice T&D stories. I’ll make sure to share these examples with a larger audience.
Carrie Van Daele reviews a few leadership lessons from D. Micharl Abrashoff.
Skillsoft recently announced the results of a study which reveals that in the current global economic climate, CEOs increasingly believe in the value of learning, with 93 percent of business leaders in the United Kingdom stating that they will either maintain or increase their training budget over the next 12 months. Only 13 percent listed cost as their most important consideration. The study, conducted by OpinionMatters on behalf of Skillsoft, surveyed 503 CEOs of businesses with more than 250 employees, across 13 business sectors, on topics that included recruitment, leadership, learning, succession-planning and staff turnover. Reflecting the time constraints in today’s competitive business marketplace, 42 percent of the CEOs interviewed for the study said the length of a course was a more important deciding factor than its content. They prefer shorter courses that require less time and allow for employees to remain productive while receiving necessary training. “This research shows that business leaders increasingly appreciate the value of learning,” said Kevin Young, managing director of Skillsoft EMEA. “However, while training budgets themselves are not being cut, the time businesses have available to undertake training sessions is clearly shrinking. Courses need to be more succinct and to-the-point than ever, delivered in highly relevant, bite-sized pieces. Cost may not be a priority for the CEO, but it will and should matter to the training and development team, and we work hard to set the standard in cost-effective learning with a measurable ROI,” Young added The study also found that measurable return on investment from training mattered most to only seven percent of respondents. Also, the format of delivery was largely irrelevant with only six percent listed this as an important factor in choosing training. But the study did show that innovative technologies are starting to impact the workplace, with 61 percent of CEOs responding that they have a mobile learning strategy in place, with 24 percent planning to embrace mobile learning in the near future. A detailed analysis of the research can be found in the latest Skillsoft whitepaper titled CEO perspectives on people: leadership, recruitment and skills which can be downloaded on http://www.skillsoft.com/emea/documents/Research_Whitepaper_A4.pdf
One event that triggers a dispersed series of similar events, that may yet again trigger even more events. While some reactions are linear, chain reactions can spread geometrically (aka snowballing), potentially causing large and unexpected impact. For example, one bank failing in the Great Depression would set off failures at many other banks. One currency can quickly devalue, setting off a chain reaction of similar devaluations. Atomic bombs are the result of chain reactions, with energy being released from a few molecules releasing the energy in its neighbors. A single match can burn down a forest. Chain reactions require some type of distributed energy patter. If one wants to stop a chain reaction, one can exhaust the energy in a controlled way. Some organizations go through chain reactions of key people leaving. Others get multiple subsequent bumps up or down in stock price. Reorganizations can cascade, as can new leadership and direction. Interest hikes, lowering or raising prices, spreading rumors, and viruses each have a chain reaction all of their own. Word of mouth about how good or bad a product, even formal learning program, is can spread like wildfire; when positive, it is called buzz or viral marketing, and can be helped along by a “tell a friend” button.
Every week or so I hear about a company looking to Second Life as a teaching environment. First, I have to say that Second Life is a great Web 2.0/massively multiplayer environment. I respect the ability of people to make money in Second Life. I respect the ability of people to “hang” in Second Life. I think it is great that companies are prototyping visual and structural designs in Second Life. I suggest everyone listen to the Business Week podcast. Having said all of that, Second Life, as is, is not a teaching tool. It is content free. It is closer to a virtual classroom tool, or even a real-world meeting room or water cooler (without the actual water). Any content has to either bubble up from spontaneous conversations (great when they happen, but not predictable or scalable enough to provide an intellectual payoff), or be “brought in.” From a teaching perspective, it is like grabbing a bunch of employees, putting them in the middle of Times Square, each with a laptop and Internet connection, and maybe a box of Lego, a pad of paper, and some crayons. Will magic sometimes happen? Absolutely, as Jay Cross will point out. Will it be a program that is continued and expanded over the years (my own primary metric of success), either bottoms up or tops down? No. And mostly, I worry that educational simulations will be lumped together with Second Life. When the “Second Life as Teaching Environment” fails due to randomness of value and experience, people will say, “Ah, avatars! Not so good after all.” The reason for my Simword series here is to highlight that the opportunity for educational simulations, and even perhaps subsequent versions of Second Life, to help people rethink Only by thinking in this new way do we realize why our ability to teach the most important skills, like leadership, relationship management, stewardship, and innovation has been unnecessarily hobbled by an invisible context of linear content. Having said all of that, maybe the best of all models will be a structured educational simulation front end experience to drive more focused behavior in the virtual worlds. Now that would be blended learning! P.S. Speaking of Web 2.0, someone showed me Virtual Leader on YouTube! I don’t know who put it up, but freaky!
(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.
The sales staff is the front line of your organization. Therefore, it’s a good idea to ensure their sales process is fully enabled, well defined, provided in writing, and memorized by team members. Ensure your corporate sales training has the ability to enhance the skills and abilities that are already present within each sales team members. Likewise, approach the the gaps in knowledge and skill to achieve competitive advantage. This will help your corporate sales team assume a leadership position. Other tips include:
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 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
Happy New Year! Or is it? Are you happier than last year? Happy New Year is an expression that EVERYONE extends to others. Almost as a courtesy. Wanna try something new? Say it to yourself and MEAN IT!! Whats your plan to be happy this year? Or are you just going back to the goal and resolution process that really hasnt worked that well over the past decade? Or should I say past two decades? There are fundamentals to follow to make your resolutions and goals a reality. The secret to achievement is the unspoken aspects of the process. And many of those elements revolve around the word happy. Here are a few things to consider as you look to put and be HAPPY in your life in the New Year. These elements will give you the freedom to find internal happiness: Be happy about yourself. Be happy about your life. Be happy about your relationships. Be proud of what youre doing. Love what youre doing. Desire to be the BEST at what youre doing. Know the purpose (your REAL WHY) behind what youre doing. To help you get started, Im going to share some gold from my Little Gold Book of YES! Attitude. It explains the urgency of self-imposed happiness as it relates to your success. Read it and apply it to your life. The truth is, the fact is, the reality is, there’s no better time to be happy than right now. If not now, when? After the economy gets better? You may not be able to wait that long. Your life will always be filled with challenges, barriers, and disappointments. It’s best to admit this to yourself, and decide to be happy anyway. Alfred Souza said, For a long, long time it had seemed to me that I was about to begin real life. But there was always some obstacle in the way, something to be gotten through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life. There is no way to happiness. Happiness is the way. There is no after to happiness. Happiness is now. HERES THE ANSWER: Happiness is inside your head FIRST and everyplace else second. Happiness is a treasure. Your (potentially missed) opportunity is to treasure every moment that you have. Stop waiting until you finish school, until you go back to school, until you lose ten pounds, until you gain ten pounds, until you have kids, until you quit smoking, until your kids leave the house, until you start work, until you retire, until you getmarried, until you get divorced, until Friday night, until Sunday morning, until you get your new car or home, until your car or home is paid off, until spring, until summer, until fall, until winter, until the first or the fifteenth, until your song comes on, until you’ve had a drink, until you’ve sobered up, until you win the lottery, or until the cows come home to decide that there is no better time than right now to be happy. And treasure the happiness of now more because you share it with someone special enough to invest your time in. Happiness is: Not a sale or a commission. Not an economy or a budget. Not a yes or a no. Not a game winning hit or a last second touchdown. Happiness is a way of life that is inside you at all times. It helps you get over the tough times, and helps you celebrate the special times. Seems pretty simple to define on paper, but real difficult to manifest when the chips are down. My experience has taught me the difference between resign and resolve. You can resign yourself to what is, and hope or wait for a better day. Or you can resolve that you are a positive person who finds the good, the positive, the happiness, the smile, and especially the opportunity in everything. Happiness is now, not a goal or a destination. Its not an after. Its a before. Its an attitude your attitude about what was, what is, and what could be. And its up to you. All you have to do is: decide. Please decide to have YOUR Happy New Year. Im gonna have mine. Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction 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 himpersonally: 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
Twas the night before Christmas and all the stores were closed. Why? They needed a few hours to get ready for the AFTER Christmas sale. All of the retail elves were home with the rest of us, anticipating the festival of unwrapping and judging the value and likeability (return-ability) of presents received. The holiday season is a make-it-or-break-it time for most retailers and many businesses. Is it my imagination, or is the Christmas season expanding? Remember when there was the excitement that the shopping season officially began the day after Thanksgiving unofficially known as Back Friday. The day AFTER Thanksgiving, stores opening at 8am then 7am then 6am then 5am then midnight. Trying to lure customers with the size, discount, and sale of their pre-Christmas then, based on social pressures, changed it to a pre holiday extravaganza. EARLY WARNING SIGNAL: Im sure youve noticed, as I have, that there are now Christmas items among the Halloween candies. In the drug stores, the card shops, the grocery stores, even the department stores, merchants are trying to remind you, and to sell you, whatever they can before the competition does. Even online, companies like amazon.com had their seasonal art on landing pages by Halloween. Boo. (That wasnt to scare you! That was the Philadelphia boo: the voice of disapproval. The What were you thinking? boo. The angry boo. The greedy boo. The boo-hiss.) I dont know about you, but I believe business greed is stepping over the line introducing the spirit of the holiday season before candy is handed to little ghosts and goblins, or before families gather to give thanks for our freedom, and for each other. Seems as though businesses are willing to risk ridicule and reputation for a chance to ring their cash register. Now while none of this is really a big deal, be aware that when some retailer, wanting to jump the gun, tries to pull off Christmas in October or earlier it generates thoughts in the mind of the consumer none of them positive. And those thoughts lead to perceptions and buying decisions. If Im put off or angry at your early entry into the Christmas season, I may not return to buy when the actual season starts. And then there are those who try to down the competition in a subtle way. I saw a sign in the window of a major department store that startled me. It said that they like to celebrate one holiday at a time, and that they would not be putting up any Christmas decorations until after Thanksgiving. GREAT! But, eh, why are they telling me that? Why dont they just DO IT? My concept of what will win is go back a decade, look at what won then, add the internet and email messaging, create a stock of inventory of WHAT PEOPLE WANT not just what you buy cheap, and are looking to sell at a great margin and let one customer tell another customer how great your merchandise is. One more thing HIRE GREAT PEOPLE people who smile, love to serve, can multitask, can go the extra mile, and who have a base intelligence that is smarter than the merchandise. This will require that you pay them more train them more and provide a work atmosphere that both employees AND customers love. This also means managers must be happy, not condescending. The sign in the department store window was right: ONE HOLIDAY AT A TIME. Hey, Mr. Retailer youre the one who created the purchasing part of these holidays in the first place. My vote is give thanks for what you have at Thanksgiving, celebrate your blessings with your family, and THEN sell like hell the day after until 5pm on Christmas Eve. That strategy would please your customers, create word-of-mouth advertising to compliment your traditional marketing outreach, and even please the panicked shareholders once the numbers begin to emerge. I saw a t-shirt the other day that said: Lets keep the X in X-MAS. Its a sign of the times, and a resign of the consumer at the same time. If you want the holiday recipe for success, take the formula above and add spirit. If you do, the jingle bells youll hear will be the cha-ching! of your cash register. 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 email@example.com. 2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Its interesting to me that at the end of the year, people are always interested in your biggest success, or your biggest failure, in the year thats ending. They also want to know what you have resolved to do new and better next year. Everyone wants you to write down your goals, your plans, your dreams, or, in the short term, your New Years resolutions. All of the above is a bunch of hooey UNLESS you have a better understanding of the big picture, or, should I say, your big picture. Everything you did this year had one of five things occur at the end: 1. Great outcome went way better than planned, and you won. 2. Good outcome went as planned. 3. No outcome still pending, or dropped. 4. Bad outcome went wrong, or lost it. 5. Real bad outcome went way wrong, and died. And all of those five outcomes carried with them lessons. Lessons of why and how the lessons you learned before, during, and after you took on any task, made any goal, or took any actions. And it is those lessons that are the focus of this writing. Its also interesting to note that almost nothing you read or are taught focuses on these lessons. When in fact, they were, and are, the most valuable part of the achievement process. The combined lessons youve learned up to this point in your life represent what is loosely known as your experience. I refer to it as your personal body of knowledge and your personal wealth of knowledge. Some of that knowledge is very useful. Sales made, sales lost, goals achieved, goals unmet, relationships that succeeded, relationships that failed, all of your emotional encounters, and all of your economic transactions. To each one of those elements big and small, there is tied a lesson that you hold on to for next time. And those lessons will trigger a response in your mind the next time you encounter the same or a similar situation. It will trigger a response like: do this, or dont do this, or have other people help me do this. And theres also the desire factor: I want to do this, or I dont want to do this. And there are the non-achievement actions that you took and the lessons that you learned (or didnt learn) like: watching television, keeping up with politics, watching the evening news, and other expenditures of time that you would be hard pressed to cite one lesson from the hundreds of hours you wasted. Non-achievement is a lesson all by itself. Achievement and non-achievement are just a small part of the learning process. Its not as important to know that you achieved the goal or made the sale rather HOW you achieved it, and the knowledge you gained that will get you to the next achievement. Its not simply the lesson that you learned. Rather, it is the lesson learned combined with your response with that lesson What outcome were you expecting? What outcome did you get? What did you learn as a result of that? What did you do about it? What are you going to do about it next time? Heavy, huh? If you achieved something, that is called an event. When you learn a lesson from that achievement, thats called knowledge. And it is that knowledge that will carry you forward in life. Its okay to celebrate achievement and revel in victory, but thats just a reflection of where you are at this moment. The wisdom you gained and the associated lessons learned are what will get you to tomorrow. Focus on that as you leap into next year. Happy, healthy, wealthy New Year! 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: firstname.lastname@example.org 2011 All Rights Reserved Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
#1024 I get a ton of emails from people seeking insight or asking me to solve sales dilemmas. Here are a few that may relate to your job, your life and, most important, your sales thought process right now: Jeffrey, Your seminars and books have been highly therapeutic to me in my budding sales career, but I have a question Im having a hard time answering on my own. My wife is building a Mary Kay business, loves what you do, and is dying to put your methods to use. Her business is 80% selling product and 20% recruiting. A lot of the recruits typically come from the product buyers group. How does one combine those two activities without turning off the “makeup buying” customers who are not interested in a sales career? Does someone like her put up a “beauty tips” social media presence to promote to her “makeup buying customers” and then a separate one for recruiting people to a team? Or do you pepper one in with the other? My concern is turning off the “product buying public” that IS interested in beauty tips but NOT interested in being recruited. I appreciate your guidance, Matt Matt, Heres the wisdom I would share with your wife Luckily, the product youre selling has been around for years and enjoys a great reputation. I recommend you interview some of recruits who have embraced the opportunity to sell and let some of your more successful people post on the website about how they started out loving the product and ended up reselling the product. If the message does not come from you, it will not be a turn off. The key is balance and your job is to balance beauty tips with beauty money making opportunities of at least 5:1 in favor of beauty tips. Best regards, Jeffrey Jeffrey, How do buyers decide, and what are buyers looking for? Alana Buyers are looking for 4.5 things: 1. A perceived difference of your product and service and that of your competitors. 2. A better perceived value in buying what you have versus buying from a competitor. (Notice I did not say lower price, I said better value.) 3. Little or no risk in purchasing from you. The buyer must perceive that the gain of ownership is greater than the risk of purchasing the wrong thing. 4. The buyer must like you, believe you, have confidence in you, and trust you. But it begins with liking you. 4.5 Lowest price. Many people (maybe even you) will think I have done them a disservice by not focusing on price concessions or winning a bid. But, if you present the first four elements outlined above, price will go away as an issue in 60-70% of the sales you make. The key is this: Buyers and decision makers are looking for comfort, not just a deal. The decision maker has to feel that its a good fit for their company, or they will pass no matter what the price. The decision maker is also going to take into account past dealings and word-of-mouth advertising. All buyers and decision makers in any given industry know one another. Your job, besides having a great product, is to have a great reputation. Having a great reputation reduces the perceived risk and oftentimes is the very key to getting the order. Best regards, Jeffrey Jeffrey, In these hard times, what can salespeople do to protect their jobs? Tom Tom, The antidote is to be the best sales man or sales woman. No one’s going to get rid of you then. There is a challenge among salespeople right now. They’re not really willing to do the hard work that it takes to make selling easy. You need to tweet, have a business Facebook page, have a LinkedIn account, have a YouTube channel, have a blog, and have a website where you have registered yourname.com. Its about building a personal brand. You have to have 500 people following you on Twitter, you have to have 500 LinkedIn connections, you have to have about a thousand people on your Facebook fan page, and you have to have a least a dozen YouTube videos up where people give testimonies for you, or where you are giving valuable information to the marketplace. That requires work and time, and you can’t do it during your workday. Youve also gotta network and do prospecting, but it’s a lot easier to prospect on LinkedIn then it is to prospect on the phone with people you don’t know. But instead of performing those strategies, a lot of people are going home at night to watch stupid television shows. Think about this: Will what you’re watching on television help you double your sales? No! Great salespeople are willing to dig in and do the hard work because they understand there’s no 9 to 5 job in selling unless you’re at McDonald’s and you can ask the closing question, “Do you want fries with that?” Best regards, Jeffrey 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 email@example.com. 2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Its beginning to look a lot like, Chris ah, er Its holiday time. When I was growing up, they called it Christmas. Now, in order to offend no one, they call it nothing. Sad. So, its shopping time, party time, vacation time, family time, gift giving time, bonus time, travel time, football time, basketball time, TV time, and now Facebook posting time. BUT ACCORDING TO LAWYERS AND HR DEPARTMENTS, ITS NOT CHRISTMAS! Easy to understand where bah, humbug! came from. With all of that, and the economy, and politics, and world unrest its time to sell, and celebrate. What will you be doing? How will you be selling? How will you be celebrating? How will you be getting ready for next year? Or are you just making your list and checking it twice? The holiday season is an emotional one. Time to reflect, time to remember, time to review, and time to reconsider what youve done in the past, so you can resolve what to do in the future. Many plans and goals are made during the holiday season some of them are even kept and achieved. Most, unfortunately, are not. Reason? Goals and plans made in the heat and the emotion of the moment are often not realistic. Im writing about this so you might take more time and put more realism into your next years list of proposed achievements. My planning and goal setting has always had the luck of the calendar. I start thinking and writing about the next year during December and January and decide what I will document as my goals on my birthday, February 11th. By then, the emotion of the moment has calmed and I am able to set them, having had a month to think about them. But lets get back to today and the holiday season. Santa (can I say that?) and sugar plums and holiday trees (what an insult to tradition). Hey, lets go out and build a snowperson. Just kidding. Heres what you need to be doing this holiday season. These are my personal recommendations for maximum holiday enjoyment, both in business and with family: Do not use auto-reply telling people your out of the office for the holidays. Either respond, or let them sit until you return. If I send you an email, I dont really care where you are or what you are doing. Send cards that are saved. Go to Ace of Sales (aceofsales.com) and send email holiday cardsthat rock. Thank your customers. Dont just wish them well. Change impersonal to personal. I want a card signed by people, not a printed corporate name at the bottom. Spend as much time as you can playing with kids. They relax you and bring you back to a less stressful time. They also tell you whats next. Remember a few years ago when they were texting and you werent? Ask them whats new. Then start doing it as soon as you can. Get together with the people closest to you and tell them how grateful you are that theyre in your life. Trade some memories. Tell them you love them. Offer some new ideas. Stay positive. Stay sober. And stay focused on family, not just football. Make peace with at least one person. Theres someone youll see during the season thats not your favorite. Talk it out and make it a better relationship. Youll feel great. Be your own Santa Claus. Make a list of gifts to buy, and put yourself at the TOP. Buy yourself something nice. Something you really want. Celebrate your past year and set the tone for next year. Select a local childrens charity and give them some books. As long as were talking Santa, be a real one. Select a local childrens hospital and visit with small gifts. Youll feel way better than the children you visited. (And they will feel great!) And as much as I want to keep work out of this writing, I cannot. Many people will be working, and this is an excellent time to set meetings, have meetings, make sales, and solidify relationships. Its the season, baby. Let it snow. Go out and work in it. Go out and play in it. Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction 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 himpersonally: firstname.lastname@example.org 2011 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
1. Why are people sending me emails with the most sincere wishes from the bottom of our hearts and then asking me to buy their crap IN THE SAME EMAIL? Couldnt they send me sincere wishes in one email, and buy my crap requests in the other? When I get these email cards, I make a mental note NEVER to do business with these people. How sincere are your holiday greetings? 2. My daughter, Gabrielle, and I had a Chick-Fil-A craving for lunch on Monday. Went to the drive through and the line was curled around the building and out into the street. Packed. Rats. So we decided to go next door to Burger King and try their new fries. NO ONE was in line. The restaurant parking lot was nearly empty at the height of the lunch hour. Consumer Report: The fries sucked, but not as bad as their glued together chicken tenders. LESSON: Chick-Fil-A is kicking ass because of QUALITY. When will the others get it? In 2012, quality will trump price. Where is your focus? 3. Fast food places serve Coca-Cola, EXCEPT when theyre owned by Pepsi. Pepsi had to buy the chain to get the business. Speaks volumes for which drink is the most popular. I cant picture you bellying up to the bar this holiday season and ordering a rum and Pepsi. My philosophy has always been dont offer one or the other, offer both and let the customer choose. 4. This time of year, people are traveling to see their families. Theyre joyous and have visions of sugarplums. Theyre excited for family dinners, reunions, returning soldiers, Christmas dinners, and gifts. Only one problem: AIRLINE TRAVEL. There is no worse service in the world. Especially at holiday time. Wouldnt you think theyd pull out the stops? Serve cookies and milk to passengers (customers) waiting in the two-hour line to pay for baggage? Not a chance. Why? They dont get service, and theyll never get WOW! In 2012, service will trump price and lead to loyalty. Hows your service? Now for the good news 5. Next year will be better than the last few. All kinds of opportunities to cash in on. My recipe for 2012 has already been posted, but you can add to the list, and make your resolutions in February. Give yourself a month to make action plans and develop a commitment mindset. For the most part, January has never been a resolution achievement month. Why not just make the plan in January, and commit in February? How about this resolution: Limit yourself to five hours of TV a week. Invest the rest of your time on the Internet: to blog, master business social media, and learn more about your customers and your competition. Whats your plan of achievement? 6. The newest sales tools will become dominant in your world. Smartphones are not an option. It will be interesting to see how well (if) BlackBerry fares. At one point they dominated the market, and now they struggle to stay in it. Why? Failure to progress fast enough, service failures, and fierce competition. The jury is still out, but Id be looking at other options if it were me. Whats in your pocket? 7. The iPad is dominant. Many corporations are issuing them instead of laptops, and salespeople love them. I see old guys (like me) on the plane pulling out their iPad 10-hour battery, plenty of software, portable keyboard, touch screen preparing a keynote presentation, reading a book, listening to music, composing email, and playing Angry Birds. Anyone from age 2 age 92 can master it intuitively. Steve jobs last and lasting legacy. Got iPad? 7.5 YOU. Whats with you next year? How will you be better as a person and a salesperson? What will make you better? Ever ask yourself this question as you watch something on TV: Will watching this double my sales? Ouch. Heres my 40-year observation: Most people have the strength and energy to create their own world and their own success, yet very few do. Grab your copy of The Little Engine That Could. The magic formula is in there. I think you can! I think you can! FORMULA FOR 2012 PERSONAL SUCCESS: Think you can, build up a head of steam, ask for help, give it all youve got, and be humble and grateful when you make it up the hill. Happy, Merry Everything! 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: firstname.lastname@example.org 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
PLEASE NOTE: These are not economic predictions. They are based on my personal observation and first-hand knowledge of sales forces across the United States their present situation, and their future hope based on market conditions and readiness. And please DO NOT COMPARE YOURSELVES. Rather ask yourselves: Am I ready to win more based on these predictions and challenges? 1. PREDICTION: More business will be available as the economy begins to surge and the elections become a reality.CHALLENGE: Are you ready for an increase in business, not just with product and inventory ability but with better attitude, mood, friendliness, and morale of the entire company? 2. PREDICITON: There will be pricing challenges even in the wake of greater business. CHALLENGE: Now is the time for PROFIT. You have left too much money on the table for the past two years. Create a better value proposition, and use it rather than having to justify (and perhaps lower) your price. 3. PREDICITON: There will be an emphasis on 3rd party purchasers and buying groups in order to leverage pricing. CHALLENGE: Build value-based relationships that the customer would lose out on if they joined the group. Get testimonials from customers that decided not to participate. 4. PREDICITION: Full participation in business social media is no longer an option for your company. CHALLENGE: Counsel your counsel and determine what you CAN do. Do that as fast as you can. Your plan must include all forms of business social media, and interaction with customers one-on-one. Need examples? There are plenty of them online right now. One of them may even be your competition. 5. PREDICITION: Full participation in business social media is no longer an option for you personally. CHALLENGE: Set up a business Facebook page where people can Like you and invite all your customers to begin to comment on your products, service, and impact of ownership or service provided. Your LinkedIn connections must exceed 501 and you must have at least 10 recommendations. This makes your image look powerful, structured, and reputable. Twitter must attract 500 followers, and you must tweet twice a day. Your YouTube channel must have at least 10 testimonial videos that use the most searchable words in your business category. Your blog is the real-world outlet for yourself and your customers make it valuable and interact with customers one-on-one. 6. PREDICITON: Your personal reputation and brand will play a greater role in getting a sales meeting and getting a favorable decision. CHALLENGE: Google yourself to establish your base in January. Then take WEEKLY actions to enhance your status. Get testimonials. Volunteer for charity. Speak in public. Post on your blog. Get others to praise you. And build your reputation one action item, and one good deed, at a time. 7. PREDICITION: You will need to be able to differentiate yourself from the competition (in the mind of your customer) to be greater than ever. CHALLENGE: Begin by asking yourself and your present customers what differentiates you from your competition. Then take actions to widen the gap. HINT: The ordinary things are a great start. Use Ace of Sales emails ( www.aceofsales.com) to begin the process. 8. PREDICTION: Your company will finally (after three years) begin to provide sales training. CHALLENGE: Is the training relevant? Is the training acceptable to your sales team? Is the trainer acceptable to your sales team? Does the training incorporate the voice of your customers? Is the training working? 9. PREDICITION: You will lose more than one sale to an inferior competitor. CHALLENGE: Find out why and fix it. HINT: It aint price! 10. PREDICITION: More face-to-face meetings will be necessary to build relationships, or you will become vulnerable to the competition. CHALLENGE: Double your existing face-to-face meetings from last year, and double your networking hours. 11. PREDICITION: Breakfast will be the new lunch. CHALLENGE: Your connections, relationships, and even your prospects are crunched for time. The two-hour lunch will wane. An early morning, 30-minute meeting over coffee will net more and better results. Set a goal of three breakfasts a week. 12. PREDICITION: Your sales plan/goal/quota/numbers will be much more attainable. CHALLENGE: The business is out there for you to earn. Your perceived value, your perceived difference, and your reputation will determine your numbers way more that your price. 12.5 PREDICITION: Your personal dedication or rededication to excellence will reach new heights. CHALLENGE: Allocate three hours a day to YOU. Allocate an hour for social media and personal branding. Allocate an hour for customer interaction. And allocate an hour for reading and study. You will have to allocate more time for personal development and training because the new challenges require new knowledge. If youre looking for a game plan, if youre looking for a success plan, Ive just given you one that will make 2012 more than you could hope for. All you have to do is WORK HARD. 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 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
Are you a true believer or just a salesperson? What do you believe in? What are your real beliefs? Im asking you these questions so you can have a clearer picture as to why sales are made or lost. Jeffrey, you dont understand, you whine. Our customers are price buyers! No Jackson, YOU dont understand. You BELIEVE theyre price buyers, and until you change your belief, they will continue to be that way. SIMPLE RULE: Change your beliefs and you can change your outcomes. SIMPLER RULE: Your beliefs control your sales performance. SIMPLEST RULE: You can strengthen your beliefs with clear thoughts and deep commitment. THINK ABOUT THIS: As youre preparing for a sale, your belief system is so powerful it will dominate your desire to get ready to win. Those beliefs have been present either consciously or subconsciously for as long as you have been employed by your present company and they deepen with every sales call you make, every sale you achieve, and every sale you lose. You may look at belief as faith. A common belief is, Ive lost faith in my companys ability to deliver as promised. Others are loss of faith in product, boss, ethics of company, or even the economy. But your belief and your belief system are the root of your sales success, or the bane of your failure. There are five elements to belief, and in order to be a great salesperson you must be the master believer of all five. Theres also a .5 that enables you to change or strengthen your beliefs 1. You have to believe you work for the greatest company in the world. 2. You have to believe your products and services are the greatest in the world. 3. You have to believe in yourself. (NOTE: STOP here if the above three beliefs company, products and services, and self are not present and deep. The next two will be impossible to comprehend, let alone master) 4. You have to believe in your ability to differentiate from your competition in a way that the customer PERCEIVES as BOTH different AND valuable. If the customer fails to perceive a difference between you and your competition, if they fail to perceive your value, then all thats left is price. 5. BIGGEST ASPECT OF BELIEF: You must believe that the customer is BETTER OFF having purchased from you. Not just believing this in your head. Rather, believing it in your heart. 5.5 You control your belief with your thoughts and your attitude. And this understanding is critical to building and maintaining a positive belief for all you say and do. Once this belief begins to falter, its time to go. Time to move on to something you believe in. These 5.5 fundamental beliefs will drive your preparation, and thereby your presentation, to new heights, new sales, and new success. Take a moment and rate yourself on a scale of 1-10 (10 being best) for each of the 5.5 elements above. If your total is less than 40, youre losing sales due to lack of belief. BEWARE: There are negative beliefs that will also limit your success, even if you possess the critical five. Belief your prices are too high. Belief your competition has a lock on the business youre trying to get. Belief that the sale is a bidding process and youll lose without the lowest bid. Belief that the sale youre in the middle of wont happen. And about 20 more beliefs that are completely alterable. GREAT NEWS: The deeper you possess the big five beliefs, the bigger and faster your sales cycle will end with an order. KEY POINT OF UNDERSTANDING: Belief does not come in a day it comes day-by-day slowly over time. But once achieved at its highest level, its virtually impenetrable and it will put passion in your preparation, not to mention, money in your pocket. Do you believe? I hope you do. Your success depends on 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
STOP the SALES INSANITY! Integrate Workplace Training Education with Sales Management. Long-term behavior cannot be changed without consistent coaching, counseling and on-going sales management and leadership support. It takes committed Sales Trainers experienced in workplace behavior change to help Sales Managers who have demonstrated experience in the sales field. Sales Trainers and Sales Managers must work together to teach sales teams how to make significant behavior changes in their lives at work and at home. (Beware). Sales Training Drivers highly recommends organizations to hire Trainers with Behavioral Workplace Education experience along with Sales Experience to help Sales Managers build Sales Teams. Our goal on this site is the help “integrate Talent Managers (Corporate Trainers who have Workplace Learning Behavior knowledge) with Sales Management. Here is the typical breakdown in most sales organizations today. Typically, organizations today do not operate within the “framework” of a World Class Selling” System that integrates the expertise of both Sales Management and Workplace Behavior Training Education. A Workplace Learning Trainer with no sales experience will struggle with designing a sales curriculum and will not be able to communicate sales processes effectively to the sales team during training. A Workplace Learning Trainer with no sales experience will struggle working with a Sales Manager. A Sales Manager with sales experience and no workplace behavior education will struggle building a cohesive sales team because they do not understand Human Performance Improvement psychologies or how to manage a learning function or designing a curriculum that promotes behavior change. Effective Sales Training takes BOTH the Workplace Learning Knowledge and Sales Management Knowledge and expertise. Together they can create dynamic sales teams that evolve into long term high performance production. If this does not exist in your organization and the two parties are not aligned in a program that works to ensure business results through proper action planning and evaluation of team performance – you will lose sales and sales people! Now you understand why (45%) of sales professionals (managers and reps) are still operating by “trial and error”! This is why most sales managers are REACTIVE in their day to day activities and not PROACTIVE. They are still flying by the seat of their pants to meet quota every month. They have no concrete system when throwing their bag of sales skills into the sales field. They are not aligning Sales Management Best Practices with proven Workplace Behavior education. If this is your organization, take a serious look at investing in Workplace Learning Behavior Education to build a better sales organization. Otherwise, you will be left with the same performance and productivity headaches you have experienced before. Look at the hundreds of thousands of sales organizations that continued to “wing it” and went out of business! They will tell you the human carnage and financial waste that was left at the end of the project is not worth the effort. Integrate your experienced Sales Managers with experience Workplace Learning Educated Trainers! Stop the Sales Insanity!
I recently attended the Sales Management Associations (SMA) first annual conference where I had the privilege to speak with many thought leaders and practitioners in the area of sales leadership. A recurring topic of conversations throughout the many networking opportunities was whether great sales reps make great sales managers. When someone brings this subject up, many people let out a sigh. They think back to a situation where one of their successful sales peers was promoted to sales manager and bombed. Was this the fault of the recently promoted sales rep? I think not. The onus lies with the company to vet and prepare future managers for the position. In any other area of the company, it would be unthinkable to promote someone into a position of leadership without properly training them with the skills to be leading others. Sales managers, much like their corporate peers, need skills like business acumen and ethics. They must also be prepared to coach, conduct successful meetings, and do periodic performance reviews. All of this in addition to meeting the team quota. All too often, newly minted sales managers think back to what made them successful and simply try to impose these behaviors on others. This doesnt always work. And when all else fails, the manager simply jumps in and closes all the deals. (Note: Some successful sales reps do go on to successful sales management careers.) As a sales enablement professional, Im encouraged to see organizations such as SMA put forth excellent resources for the success of our sales management peers. Let me get your thought on the topic of sales leaders. Are they born or made?
Pay people according to your revenue strategy, not just based on revenue results Do your long-term goals get sacrificed to make bonus in the short-term? Sales Compensation is one of the most important elements of developing a successful sales force. In order to retain the best sales force, your sales compensation plan must be competitive. Sales compensation plans have been shown to have an impact on salesperson turnover rates and activity levels. Typically, an experienced salesperson will be looking for the best sales compensation package and benefits. However, not all salespeople are “coin-operated”–and you probably don’t want them to be (especially if that behavior is detrimental to customers). Think about it:The compensation of your sales force is a vital part of developing your sales force, whether you like it or not. But how often does your compensation line up with changing your sales force behavior to achieve your long-term revenue strategy? If your business is serious about wanting to recruit an excellent, proven sales team with leadership capabilities, you might consider including the following items in your sales compensation structure. Whatever you include in your sales compensation package, make sure it motivates your sales team to obtain the desired business outcomes. If your sales package is unbalanced, it could be non-supportive of the sales competencies you look for to drive performance. After designing the right compensation structure, make sure you have a system in place that can track sales and commissions accurately. Review weekly reports and keep each sales person apprised of his or her individual goals if they are off track, or praise them for exceeding their revenue for that period. Encouragement and positive feedback go a long way. When your company has a successful compensation package and excellent IT tools put into place for tracking revenue and meeting goals, everyone prospers.
In my role as blogmeister for LCB I’ve done a lot of reading in the communities of practice literature to gain a better understanding of how online communities work. What can be done to enhance the community? What causes high quality interaction or community disfunction and collapse. One model I’ve developed is around the roles and interactions members of a community have as participants in that community. I thought I’d share my model with the LCB community for feedback and discussion. My 4L Model (Linking, Lurking, Learning, Leading) was spawned by comments made by John Seeley Brown in an interview with Marcia Connors for LineZine.Further influence came from the work of Lave, Wenger and McDermott. The graphic to the right demonstrates the four types of roles in an online community. Any prospering community will have participants in each of these roles. Note that the lines between the roles are blurred. What role a participant is playing in the community is both determined and defined by the participant. Thus, it is not possible to strictly define the roles. In fact, any one participant can simultaneously play different roles on different topics within the same community. (ie, the leader of an organization often becomes a linking participant to areas they previously may have not paid attention to.) While the roles can’t be strictly defined, they do have basic characteristics which can be identified. Linking These are visitors who find a community by one means or another. They may have have bookmarked the site or added it to their RSS reader. They are in a “testing” mode to determine if this community if of interest to them and worth giving more of the time and attention. Lurking Often the largest segment of a community, these individuals pay attention to the activity of the group and occasionally participate in various activities. Wenger calls this group Legitimate Peripheral Participants (LPP). They may be interested in greater involvement, but either don’t feel worthy or don’t know how. For others the content may only be peripheral to their work. Learning These are regular visitors who contribute to the community regularly. They are considered “members” of the community. Occasionally , they may take on a project or event leadership role as either an “audition” for a more core role or as a way to lead despite overall time unavailability. Leading At the core of a community are the Leaders of that community. Leadership is a matter of commitment and willingness to contribute on a consistent basis. Leaders may or may not be designated via title. Roles, other than community coordinator, may evolve as needed. Wenger says it is the responsibility of leadership to “build a fire” of activity that is strong enough to draw people to the community and encourage greater participation. Movement from one role to another is a learning process in which participants encourage and model roles for each other in what Seeley Brown refers to as a cognitive apprenticeship. Thus it’s incumbent upon the community to provide opportunities for participants to learn from each other and to “try on” new roles. So what do you think? Does this make sense? I’m curious what the LCB community thinks as to how well LCB tends to the various roles in our community. Are we a community? Should we be? technorati tags:communities of practice, CoP roles, CoP’s
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.
The American Society for Training & Development (ASTD) announces that Robert Todd, ?What If! Technology Director, is joining the Society’s Board of Directors for a three-year term, 2012-2014. Mr. Todd is passionate about applying the latest innovations in information technology to enable innovation capability in the business, nonprofit, and academic sectors. He has more than 15 years’ experience in learning content and technology development. Prior to joining ?What If!, Mr. Todd served as the Director of Technology Enabled Learning at McKinsey & Company where he built the organization’s e-learning capabilities. Before that role, Mr. Todd was the Practice Lead for Convergys Corporation, a global outsourcing company, where he was responsible for product definition and market strategy for the company’s learning outsourcing business. He also served as director of product management and director of course development for DigitalThink. Mr. Todd played a leadership role in the development of e-learning standards and served on the board of directors for the IMS Global Learning Consortium. He was the director of technology for the San Francisco Multimedia Institute from 1996-2000 and has lectured and written instructional texts on multimedia and technology enabled learning.
Philadelphia, PA (PRWEB) — Senior management respect for worker contribution has been found to be the top leadership factor promoting engagement, according to a global survey of 28,000 employees in 15 countries by Right Management. Other senior leadership behaviors that correlate highest with employee engagement include implementing and communicating organization strategy. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Right Management analyzed dozens of leadership practices and behaviors in order to determine which are most strongly related to employee engagement. Those with the highest correlations are: 1.Senior leaders value employees 2.Senior leaders have the capability to make my organization successful 3.Senior leaders effectively implement my organization’s strategy 4.Senior leaders effectively communicate my organization’s strategy to employees Read the full release.
Highlands Ranch, CO ( PRWEB) April 8, 2009 — Intellect and functional skills are clearly important in the workplace. However, research shows that emotional intelligence (EQ) is an even more important factor in effective leadership and high performance. Colorado State University, in collaboration with the TRACOM Group, recently conducted a research study showing the link between EQ and TRACOM’s measure of Versatility. Both EQ and Versatility have been shown to relate to workplace performance. Emotional intelligence is the ability to perceive, control and evaluate emotions to improve your work and personal life. TRACOM will present the results of the study during a webinar titled “Emotional Intelligence: What’s New, What’s True – Improving EQ with Behavioral Style.” The webinar will be broadcast live on Wednesday, April 29 at 11:00 a.m. Eastern time. ( Read the entire release.)
Highlands Ranch, Colo. (PRWEB) June 3, 2009 — Research indicates a strong relationship between business performance and emotional intelligence. In recent years, interest in emotional intelligence has grown as research shows impact on a variety of business measures, including recruiting and job selection, sales results and leadership performance. Emotional intelligence is the ability to perceive, control and evaluate emotions to improve work and personal life. In a new whitepaper titled, “Emotional Intelligence: What’s New, What’s True – Improving EQ with Behavioral Styles,” the TRACOM Group explores the importance of emotional intelligence and its direct link to critical business measures and individual success, more so than traditional measures such as IQ. The complimentary whitepaper can be downloaded at http://www.tracomcorp.com/forms/eiwhitepaper.html. The whitepaper also explores the genetic disposition people have for emotional intelligence and the affect it has on improved leadership and managerial performance. However, research also shows that emotional intelligence, just like technical skills, can be developed through a systematic and consistent approach to training and development. ( Read the entire article.)
Erica Bank describes how Deloitte reinvented its performance management practices to break down silos between performance management, talent management, leadership development, and employee engagement.
Save BIG money and register a chapter team! Not enough members to form a team? Register as an individual by March 31 and take advantage of the discounted Advance Rate: Chapter teams can register at the team rate anytime – no deadline to have this done by March 31. Corporate/Chapter Team Rate $900 (chapter and national member) $1,200 (chapter member, but not a national member). Although there is technically no deadline to register a chapter team, chapters are encouraged to get their teams registered as soon as possible or before May 1. More information can be found at Chapters. Individuals who are not part of a chapter team can get the conference registration discount up until March 31. Advanced Rate (on or before March 31, 2010) $1,050 (national member) $1,350 (non-national member). More information can be found at http://www.astdconference.org . For more information on leadership and teams, consider attending the session Managing People’s Energy: The Power of Alignmentat theASTD 2010 International Conference and Exposition!
The ASTD BEST awards are almost here, so we took the time to interview one of the winners, Weichert Realtors, America’s largest privately held real estate firm. Weichert’s core philosophy has always been centered on creating a positive customer experience. In fact, their founder, Jim Weichert always says “people buy people before a product or service.” Because of this philosophy and their size, Weichert offers a very interesting perspective on sales training. We focused mostly on sales coaching and the interaction it has with sales training and touched briefly upon social media’s role in real estate. In regards to sales coaching, Joy Lulis, Director of Training, had this to say: “The proficiency and support of the sales managers is key to the success of our sales trainers. The sales manager’s ability to coach and reinforce our training efforts is essential. A leading guiding principle for company initiatives is for our leadership and management team to experience it first hand and be the first to try a new approach, test a new process, or use a new tool.” What this means for sales trainers is that they must partner with the sales managers to ensure that not only is training happening, but that it is making a permanent change in behavior. One way that Weichert displays this partnering is through its new hire programming. After the new sales associate is trained by the sales trainers, they work with an experienced sales manager who acts as a coach towards them. One of their main focuses is “presentation practice sessions,” where the sales manager observes the sales associate as he gives his sales presentation. After the sales associate finishes, the sales manager offers the associate helpful feedback that the associate uses in the future. Combined with their “OnTrack” onboarding program where the associate is able to meet key players within the company and shadow veteran salespeople, most sales associates at Weichart cite these experiences as some “of the most beneficial they have ever had to prepare them to work most effectively with their future customers.” To wrap things up, we talked briefly about how salespeople can expect to use social media in the future. Joy summed it up nicely in saying: “Networking and maintaining relationships with family, friends, colleagues and customers is an essential business building activity. A natural extension of this would be to take advantage of staying connected on line in addition to the face to face, mail and phone opportunities Social Networking is a component of the larger picture of maintaining relationships.” Please join Joy Lulis and Weichert Realtors for their presentation on their holistic approach to perfecting the Weichert home buying experience and their innovative solutions for involving their entire organization at conference ASTD’s Learn from the Best on October 1. Registration ends September 27!
Talent management has become a top priority for organizations, highlighting that the optimization of talent in the workforce directly affects everyday operations and in turn drives the bottom line. The ASTD-i4cp Talent Management Practices and Opportunities Study found that 19.9% of organizations reported that they manage talent effectively to a high or very high degree, with an additional one fifth admitting that their companies were effective users of talent to only a small extent or not at all. Talent management is anticipated to grow: over 80% of participants predict a growth in the next three years. What does the talent management puzzle look like? With talent management expected to become more important in the near future, it is essential to have a clear understanding of what talent management comprises and how the pieces of the puzzle fit together. According to many study participants, talent management should be a holistic initiative made up of integrated parts that create a synergy amongst the components. Ideally, talent management comprises a whole that exceeds the sum of its parts. The more integration that occurs between the elements, the more cohesive and effective the talent management program becomes. This is what distinguishes talent management from an array of conventional HR programs that have less connectivity. Only 18.7% of the survey respondents indicated that their companies integrated talent management components to a high or very high extent, and only 19.7% said their firm had the technological capability to do so. The element that was most integrated into the talent management program was performance management, with 63.7% of respondents citing it as being integrated to a high or very high extent in their organization. Learning/training was a close second (61.7%), followed by leadership development (59.1%), high-potential employee development (52.8%), and individual professional development (44.4%). All the components showed positive correlations with talent management effectiveness, with employee engagement (r=0.56) having the strongest correlation. As a high level of integration is positively and significantly correlated with the ability to manage talent effectively, organizations that wish to further integrate their programs and approaches have significant opportunities to improve their talent management function. Source: Talent Management: Practices and Opportunities (ASTD/i4cp) Click here to learn more about ASTD Research.
OJAI, Calif., April 7 /PRNewswire/ — On Tuesday, global safety consulting firm BST announced five recommendations for business leaders wishing to protect worker safety and health during the economic downturn. The recommendations, released in a new white paper titled “Leading Safety in a Downturn,” outlines the effects of a recession on workplace safety and proposes five actions to address them. According to the paper, common downturn events, such as job reassignments and layoffs, can increase employee exposure to injury just as many organizations have fewer available resources to manage those risks. According to BST vice president Don Groover, fewer resources are only part of the problem. “A downturn can also have significant cultural implications for a business,” he says. “What leaders do now with respect to safety and the business sends a message to employees about what really matters. That message will resonate long after the outside situation improves.” In the paper, BST recommends that leaders: 1. OPEN UP AND COMMUNICATE WHY SAFETY MATTERS NOW. Employees anxious about the impact of the economy on the company, and on them personally, can be at increased risk for injury. Leaders need to be out front, demonstrating concern, listening, and taking appropriate actions. 2. CONSIDER THE EFFECTS OF YOUR ACTIONS ON THE CULTURE. How leaders “do the hard stuff” – layoffs, job assignments, budget cuts – will dictate how people engage in safety and the business now and down the road. 3. REFINE YOUR STRATEGY. Oftentimes safety performance can become bogged down, both financially and functionally, by legacy systems that no longer meet the needs of the business. Many companies find that their actual needs dictate an investment in fewer (or different) systems than they have right now. 4. WORK THE FUNDAMENTALS. Survival in a downturn, for any part of the business, is about targeting the core elements that sustain the enterprise. In safety performance, that means protecting the lives and livelihoods of employees. Life-altering injuries and fatalities must be a primary concern. 5. DEMONSTRATE – AND DEVELOP – TRANSFORMATIONAL LEADERSHIP. Leaders who use a transformational style are more successful at creating the will to go “above and beyond” self-interest and give people a sense of purpose, belonging, and understanding regarding the work they do. The full paper and recommendations are available at BST’s website: http://www.bstsolutions.com/perspectives.
Remaining patient is the key to good leadership. Dawa Tarchin Phillips outlines six tips for overcoming worry, doubt, and negativity.
Background The New York State Office of the State Comptroller (NYSOSC) in Albany maintains a broad scope of responsibility unmatched by similar offices in the United States. As the state’s chief fiscal and accounting officer, the Comptroller is a separately elected state-wide official whose primary duties include managing and investing the State’s cash assets, auditing government operations, paying all NYS employees, reviewing State contracts, overseeing the fiscal affairs of local governments including New York City, and operating two of the state’s retirement systems. As an agency charged with monitoring the effective financial operation of numerous other agencies and entities, the NYSOSC understands the need to carefully maintain its own project management (PM) and business analysis (BA) capabilities. Therefore, the Office engages in regular self-assessment and performance improvement in these areas. The ChallengeNYSOSC has built a reputation for continually advancing project management best practices through its PM Center of Excellence (CoE). However, realizing that enhanced business analysis practices can also increase project success and user support, as well as heighten customer satisfaction, the agency has sought, since 2006, to improve its business analysis practices by instituting a Business Analysis Center of Excellence (BACoE). NYSOSC performance improvement programs had primarily benefited PM teams prior, and support had not been available for the advancement of BA teams. By promoting BA competencies, knowledge management, enterprise analysis skills and practices similarly to the PM program, NYSOSC sought to achieve comparable, positive results. Strategic PlanningThe agency’s cross-division Business Analysis Work Group completed a strategic report in 2006 presenting the benefits of advancing NYSOSC’s use of business analysis and making next-step recommendations, including the launch of a BACoE. In 2007, the second phase of the project was launched to begin to develop and support business analysis as an organizational resource. Kevin Belden, Deputy Comptroller and CIO, and Kirk Schanzenbach, Director of the Program Management Office (PgMO), were executive sponsors; and Barbara Ash, Assistant Director for BA in the PgMO, was the project manager. The project team consisted of numerous representatives from BA units across the agency. To provide counsel on industry best practices, and to resolve issues that were impeding progress, the project team enlisted the help of ESI International. “Having worked with ESI in the past to build our project management and business skills capabilities,” said Schanzenbach, “we were confident that they were the best partner in achieving our BA goals.” ESI began by working with NYSOSC leadership and the project team to outline unifying objectives for BA and PM skills areas, including the need to: The Solution In cooperation with ESI, NYSOSC determined the key strategies to ensure a successful program. Foremost among these were: To support the program launch, ESI designed and delivered a two-day, project kick-off workshop that centered on the program’s four-part learning framework and targeted development of knowledge, skills, ability and attitude. Day one introduced the program to senior management and focused on developing best practices in alignment with BACoE operating standards. Executive activities included competitive, interactive group exercises that helped to define and prioritize goals around developing the BACoE. Day two introduced the program to front line business analysts and ensured a common understanding of BA concepts and executive directives. Following the kick-off, the team worked in subcommittees on project deliverables, received best practice advice, and exercised skills and competencies through coaching exercises. Special attention was also given to evaluating and treating such problematic areas as standards and methodologies topics for the BA group. “This intensive learning experience was very well received as a serious enhancement to the traditional instructor-led effort.” said Ash. “Participants also felt that it accelerated the program launch significantly compared to previous programs.” Toward Change In the early months of the program, ESI participated in regular group meetings and calls in order to provide coaching and to reinforce goals and specific training targets. While ESI continues to deliver essential counsel, the NYSOSC has quickly achieved the competency to offer coaching and mentoring using internal resources. Other significant program accomplishments and benefits to date include: Championed by executive sponsors Belden and Schanzenbach and project manager Ash, the internal team continues to recommend and oversee BA learning programs and progress, as well as support the advancement of BA maturity.
New Survey from Krauthammer: Around 80% of businesses feel resistant to current difficult business climate
KRAUTHAMMER | London, UK 80% of international businesses feel relatively resistant when it comes to the worsening business climate. 55% will defend their investments in ‘behavioural development’ programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets. This and other findings are the results of a probe conducted by Krauthammer in late Autumn 2008. 34% of the respondents forecast a poor business climate for 2009. Around 20% believe they have “low resistance” to a difficult business climate and are planning to cut their behavioural development budgets in line with their predictions. However, over twice as many – 55% – feel resistant – and 42% even plan to raise development budgets. “The news is mixed. The most positive signal we can distill from our probe is that companies will prioritise initiatives with a real and measurable impact. So consultants that excel in sophisticated forms of body-shopping will probably be hit as hard as temporary personnel providers”, comments Ronald Meijers, Co-chairman of the Board of Krauthammer. *) body shopping typically implies filling temporary competence gaps rather than structurally improving a company’s performance. The respondents will defend training and coaching more vigorously than they will consulting. And as many CEOs admit their difficulties in predicting results for 2009, leadership training will be most defended – by 53% of respondents, followed by sales training (47%) and management training (42%). Crossfunctional training such as IT- and language skills will be least defended, the probe suggests. When it comes to coaching, too – leadership, management and sales coaching will be most defended. Overall, training seems less vulnerable than coaching – training will be cut by fewer numbers of people than its coaching equivalents. According to the probe, consulting budgets will be defended by around a third of businesses. Least popular, the probe suggests, will be consulting in “hard issues” such as strategies, operations and structures – only 19% of the respondents would defend it. A combination of “soft” and “hard” issues such as sales effectiveness will be most resilient of consulting propositions – 33% of respondents say they will protect budgets in this area. Nick Girling Senior Consultant, Office Leader UK, Krauthammer Tel: +44 20 8770 7200 Mobile: +44 7900 5648 79 E-mail: email@example.com Coaching, consulting and training company Krauthammer assists clients worldwide in successfully uniting permanent people development and sustainable business performance. It offers major change implementation and human capital development programmes at the individual, team and corporate levels optimising the personal effectiveness of leaders and managers, salespeople and negotiators, trainers, coaches, consultants and support staff. Established in 1971, Krauthammer International has 300 consultants and employees, delivering services in over 50 countries, in 15 languages. International consistency and the ongoing professional development of the consultants are ensured by four annual Krauthammer University sessions where every consultant spends between 2 and 3 weeks per year. www.krauthammer.com
The fast growing talent gap is prompting even CEOs to add leadership development and recruitment to their busy daily schedules, according to a new report by Deloitte and Forbes. The Threading the Talent Needle report, which features several different takes on talent management revealed through one-on-one interviews with senior leaders at global organizations, described several companies that believe the shortage of qualified people is becoming severe enough to get the CEO’s direct attention. [more]Two-thirds of the organizations in the study cited a critical need for the CEO to meet face to face with high-potential employees. These findings underscore the severity of the human capital shortage, considering that CEOs must add talent management to their daily tasks of directing business strategy, managing finances and working directly with the board. “Our CEO is very much involved in selecting people at higher levels, and he is directly involved in the talent review process in our organization,” said Juergen Brokatzky-Geiger, head of Human Resources at Novartis. In addition to interacting with employees to aid retention and develop skills useful to the organization, some CEOs are even spending time on attracting new talent at all levels. “I personally get involved with recruitment days and sessions that we organize around the world, so I can speak to young people and see what they really have on their minds,” said Peter Bakker, CEO of TNT, a Netherlands-based delivery services company. The effort CEOs are placing on talent management emphasizes the importance building a competitive workforce plays in the future of the organization. For more information on this study, please visit Deloitte’s Talent Management website at www.deloitte.com/us/talent.
July 22, 2010 – Greensboro, NC – How do talented managers develop into effective senior leaders? And what can organizations do to ensure this growth? Extraordinary Leadership: Addressing the Gaps in Senior Executive Development proposes some groundbreaking answers, providing strategies and tools to round out leadership skills and create a steady pipeline of top executives. A joint publication of The Center for Creative Leadership (CCL) and Jossey-Bass, the book is edited by executive leadership experts Kerry A. Bunker, Douglas T. Hall, and Kathy E. Kram. It collects views on the often invisible elements of intrapersonal, relational, organizational, and contextual development from more than 20 leading thinkers in the field. “The chapters in this book address the subtle yet powerful forces that combine to differentiate outstanding leaders from also-rans,” Bunker, Hall and Kram say in the book’s introduction. “The end product is a comprehensive guide for leader development, a resource for executive coaches, human resource professionals, mentors, corporate officers, and aspiring senior leaders themselves.” The 321-page book provides techniques and strategies based on real-world examples, helping executives, mid-level managers and emerging leaders identify the issues that contribute to these leadership gaps. Such issues include the accelerated career advancement of high potential managers, the rapid pace of technology and globalization, and the importance of accountability and emotional intelligence. Leaders must now be as approachable as they are inspirational, according to the editors. To fill the gaps present in the workplace, they must demonstrate authenticity, integrity, emotional competence, and the ability to inspire leadership with and through others. In Views from the C-Suite, a chapter on intrapersonal development, former CCL Board member Naomi Marrow explains that self- assessment helps executives gain clear insight into the impact they have on others. In The How-to-Be Leader: A Conversation with Frances Hesselbein, Kathy Kram explores what it means to lead with authenticity. Other chapters with contributions from CCL include The Learning Premise: A Conversation with Peter B. Vaill by Kerry A. Bunker and CCL faculty member Laura Curnutt Santana; Developing Leaders with Cultural Intelligence: Exploring the Cultural Dimension of Leadership by Santana, Mira las Heras, and Jina Maol; Leading Inclusively: Mind-Sets, Skills, and Actions for a Diverse, Complex World by CCL Board member Ilene C. Wasserman and Stacey Blake-Beard; and a final chapter entitled Looking Forward: Creating Conditions for Extraordinary Leadership, where editors Kram, Hall, and Bunker integrate the perspectives shared throughout the book. Bunker, founder and president of executive development firm Mangrove Leadership Solutions, is a former CCL senior fellow. Kram, a professor of organizational behavior at the Boston University School of Management, is a former member of CCL’s Board of Governors. Hall, a professor of management at the Boston University School of Management, is a former H. Smith Richardson Jr. Visiting Fellow at CCL. About the Center for Creative Leadership The Center for Creative Leadership (CCL) is a top-ranked, global provider of executive education that accelerates strategy and business results by unlocking individual and organizational leadership potential. Founded in 1970 as a nonprofit, educational institution, CCL helps clients worldwide align business and leadership strategy, develop the organizational environment and prepare individuals to be more effective leaders. Each year, through its proven, innovative and highly personal approach, CCL inspires and supports more than 23,000 leaders in 3,000 organizations around the world. Through an array of programs, products and services, CCL and its world-class faculty, coaches and researchers deliver unparalleled leadership development, education and research in more than 120 countries. Ranked by clients as No.3 worldwide in the 2010 Financial Times annual executive education survey and among the world’s top providers of executive education by BusinessWeek, CCL operates out of eight locations around the world. Headquartered in Greensboro, NC, CCL’s additional locations include, Colorado Springs, CO, San Diego, CA, Brussels, Belgium, Moscow, Russia, India, Africa and Singapore.
Dan Radecki explains how Napoleon’s strategies and processes offers a glimpse at how the L&D industry can apply neuroscience to leadership development.
Phd: I heard you think you have a great program. Me: I do. I have this great program to develop people. PhD: Why is it so good? Me: Because it makes people more productive in the workplace. PhD: So it’s vocational? That’s not really my thing. Me: No, it’s around leadership. PhD.: If it is about doing anything work-related, it is by definition vocational. Me: Well, you could use it to lead in a non-profit organization. Or a lab. Or run a university. PhD: Well, I guess THAT wouldn’t be vocational. What theories of leadership and education are you using? Me: I can dig some up, but more importantly, I have stacks of results. PhD: I like theories a lot more. Besides, why should I trust your results? You are a vendor. Me: Because all of the research was done by third parties. PhD: Sure, but the research was done by someone. Me: Ah, yes. PhD: And that person was no doubt proud of their results. Me: I guess. PhD: Well, those people were all bias towards success. Research invalid. QED. Me: Ah, okay. PhD: You are thinking about this all wrong. What you need is a firm foundation of theory. Either use an existing theory, or pose a question, and then find the evidence to support it or refute it. Me: Why? PhD: That will increase your chances of success. Me: But I already have success! PhD: But not repeatable success. Your type of success requires people who care about the results. Your programs require ownership. Me: I guess… Phd: But if you build an academic case, then the results just happen, even if no one cares. It’s like physcis. Me: Do your projects work? PhD: Hardly ever. But that’s the best part. First, it’s not my fault, it’s the theories’. Second, obviously, we feedback that knowledge of failure into the process, and refine our knowledge base. We end up with better theories, not just one off successes. Me: Hmmm. PhD: You just don’t get it, do you? Where’s another PhD? They get it.
(From The Detroit News) Detroit – Detroit Public Schools Emergency Manager Roy Roberts appeared before the City Council this morning and said his focus is eliminating the deficit and educating children. “When I leave here, the thing I hope you remember is I’m here for one reason: that’s to educate kids,” said Roberts, 72, a former General Motors executive who was appointed to the post last month. “You can take any measure you find of our performance, any one you want, and it will tell you we’re not training our kids to be globally competitive. That’s the only reason why I’m here, not to run for (a political) office or take any other job. I’m too old for that.” Roberts discussed some plans for the district, including his proposal for placing 34 low-achieving schools under the control of a new district. The new statewide district will be run by Roberts. The plan gives more autonomy to schools and seeks to puts 95 percent of funding in classrooms. Other initiatives include upgrading technology to 57 schools with 40,000 laptops by the end of next school year, paid for with federal stimulus funds. The district also is in the middle of a project to renovate or rebuild 18 schools under the $500.5 million Proposal S bond issue, which voters passed in 2009. “The same way we need to repopulate Detroit, we need to repopulate the Detroit Public Schools,” said councilwoman JoAnn Watson, a longtime critic of a state takeover of the schools. “We need to have deliberate, strategic conversation among the leadership in the city to make sure all of us are working in the same alignment of achievement.” Read more.
astd conference, astd 2014, featured guest speaker, blog series, global hrd, integrated talent management, leadership development, onboarding
Jaffrey, NH ( PRWEB) March 16, 2009 — Poor leadership is having a profound effect on the nation’s businesses which are caught in the market meltdown. Employees laid off feel badly, but those who remain sometimes feel even worse. Managers need to step up and manage the change in order for their organizations to survive and succeed during the deepening recession. “Managers are gripped with a real sense of fear right now,” says David Jackson, COO of the Levinson Institute. “their inaction, indecision and insecurities are leading to a meltdown in leadership, leaving organizations floundering. Managers aren’t expected to have all the answers, but they are expected to help their staff adapt to changing conditions.” From years of experience in helping organizations deal with change, restructuring and layoffs, Jackson suggests managers: 1. Communicate. Provide information so that people will understand that the change was unavoidable. 2. Explain. Provide clarification about the implications of the change in order to encourage and again engender trust. 3. Walk the talk. Personally demonstrate new behaviors and commitment following the change. 4. Get buy-in. Actively seek input and advice. People will genuinely commit and support the change when they are given opportunities to participate. 5. Set limits. Allow time to grieve over the change, but encourage appropriate behavior and mutual respect. ( Read the entire release on PRWeb.)
If you are not exactly thrilled with the state of the leadership development efforts within your organization, you are not alone.
LONDON and RESTON, VA (July 20, 2010) Learning Tree International (NASDAQ NGM: LTRE), a leading global training provider, announced that they have been awarded a contract by NATO CIS Services Agency (NCSA) for delivering Project Management, ITIL Certification, Technical, Management and Business Skills training to NATO staff throughout Europe. NATO selected Learning Tree International after a six month review process, evaluating providers on consistency, quality and cost effectiveness. Under the contract, Learning Tree International will provide commercial training services to an estimated one thousand delegates a year across NATO and NCSA bases in Europe. The training will be delivered through a mixture of on-site courses run at NATO and NCSA sites, local open enrolment courses and through Learning Tree International’s fully engaged, live online instructor-led training solution – Learning Tree AnyWare. Utilising AnyWare, NATO employees will connect to an actual classroom where they’ll participate online in a live, instructor-led training course being held at a NATO or Learning Tree International facility. AnyWare delegates join from wherever they are stationed, saving the time and expense of travel, and receiving the same training, with the same benefits as their in-class counterparts. AnyWare allows NATO staff from disparate bases and sectors to attend the same training course and fully interact with the instructor, their NATO colleagues and complete all of the course’s hands-on exercises. Richard Chappell, Managing Director, Learning Tree International UK, said, “We have been working with NATO for more than 10 years, giving us an unparalleled understanding of their environment and an appreciation of their need for flexible, timely and robust solutions. Learning Tree International is uniquely equipped to meet NATO’s training requirements thanks to our wealth of experience in delivering onsite training throughout Europe, our ability to host a European open enrolment schedule, and through the use of our live online instructor-led offering – Learning Tree AnyWare.” About Learning Tree International Learning Tree International is a leading global provider of highly effective, hands-on training to managers and information technology professionals. Since 1974, over 65,000 organizations have relied on Learning Tree to enhance the professional skills of more than 2 million employees. Learning Tree develops, markets and delivers a broad, proprietary library of instructor-led courses focused on people and project management, leadership and business skills, Web development, operating systems, databases, networking, IT security, and software development. Courses are presented at Learning Tree Education Centers, located globally, on site at client facilities, and are available via Learning Tree AnyWare, the Company’s proprietary live, online instructor-led training delivery option, which connects online participants to the actual classroom. For more information about our products and services, call 1-888-THE-TREE (1-888-843-8733), visit www.learningtree.com, follow @LearningTree on Twitter or visit Learning Tree International’s Facebook fan page.
Reviewed by Tabatha Pilgrim Thompson Story telling is a timeless tradition. This art circumvents cultural barriers, generational gaps and technological outdating and can be more powerful than a simple memo or speech if crafted the right way. Paul Smith makes the case for the power of storytelling when it comes to leadership in his new book, Lead with a Story. In addition to providing examples of effective stories along leadership themes, including energizing the team and empowering others, Smith lays out the elements of a good story structure so readers can create stories of their own. Read More
(From PRWEB) — Checkster, the leading talent assessment vendor leveraging collective intelligence, today released a study analysis that details the biggest misperception and area of improvement for leaders: the ability to energize their team. Based on an analysis of more than 17,000 business, non-profit and government employees, the consistently number one area where people lacked performance and were rated lower by their colleagues was the ability to energize those same colleagues. Interestingly, it was also the dimension with the second largest discrepancy between managers’ self-perception versus the perception of their colleagues about their leadership competencies. But it comes often undetected, as many colleagues experienced them as better than they actually believe, and an equal number perceive them as worse, so the difference its cancelling itself out in the same team. This conclusion seems to show that leaders could benefit from using new ways to reach the people they are leaving cold and unmotivated. Read more.
The annual ASTD Chapter Leaders Conference (ALC) is a great way for chapter leaders to share best practices and learn from each other. This year the conference will take plan on October 30-31 in Arlington, Virginia. The objective of the conference is to provide chapter leaders with a strategic and concentrated opportunity to learn how to be more effective in their respective leadership roles. ALC provides the opportunity to partner with other volunteer leaders and ASTD staff to grow the profession and shape successful chapter leaders. Facilitating a session at ALC can also be a rewarding professional development experience. The Request for Proposals is now available, and anyone may submit a proposal. Click here to access. Click for more information about the conference We look forward to your participation!
The American Society for Training & Development announces that Laurance Alvarado, Senior Director with Alvarez & Marsal Public Sector Services, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Mr. Alvarado has more than 24 years of operational and consulting leadership experience driving organizational excellence, sustainability, and thought leadership with governments and multinational corporations in more than 20 countries. His industry experience covers customs and border agencies, departments and ministries of defense, health care departments, public-private partnerships, privatization initiatives, special and economic development zones, petrochemical companies, global supply chain initiatives, and trade agreements. Before joining A&M, Mr. Alvarado was the co-founder and President of an ethically centered strategy, restructuring, and management consulting service. He served as a Senior Director for the strategy and business development unit of the international investment and development arm of Dubai Holding, and led the development and implementation of a governance framework for a $50 billion investment for building a new city. Mr. Alvarado served for two years as the Managing Director, Middle East, for BearingPoint, leading operations, business development, talent management, and consulting ventures. He was a Managing Director of KPMG Consulting and BearingPoint’s Border Security and Transportation Practice, and served as an active duty and reserve officer in the United States Air Force. Mr. Alvarado holds two bachelor’s degrees in business administration from Texas A&M University, a master’s degree in management from Troy State University, and has completed executive education at Columbia Business School.
(From PRNewswire) — Korn/Ferry International, a premier global provider of talent management solutions, has won the HR Consulting Firm of the Year award in the category of Talent Management at the recent China Staff Awards 2010. Organized by CCH, a Wolters Kluwer business, the China Staff Awards, established in 1998, recognizes individuals and companies whose dedication to the HR profession is acknowledged by their peers. “We are thrilled to win the award for HR Consulting Firm of the Year under the Talent Management category,” said Jack Lim, managing director of Korn/Ferry’s Leadership and Talent Consulting business in Greater China. “The award is a testament and recognition of the work we do with our clients to help them continually build their capabilities and talent pipeline, in order to remain agile in a fast changing environment.” In recognizing Korn/Ferry, the panel of judges noted that “Korn/Ferry’s research-based talent management solutions have come at a critical time in the China market and worldwide. We recognize them for their quality services in the areas of identifying best fit talent, leadership assessment, and customized development programs. Korn/Ferry leverages unique methodologies to attract, identify and develop high-potential leaders who learn quickly, navigate change and drive the changes needed in the market.” The HR Consulting Firm of the Year award recognizes the firm that offers cohesive and effective HR management solutions in areas such as HR Strategy, cost & budget, organizational development, leadership development, succession planning, HR technology and workforce planning. These solutions must not have only helped clients create a high-performance work environment, but also proved to result in measurable benefits to the client company. Previous winners of this award include Hewitt Associates Consulting and Mercer Human Resources Consulting. Read more.
The American Society for Training & Development announces that Julie Clow, Learning and Development Manager, engEDU, Google, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Dr. Clow leads non-technical training and organizational development for Engineering at Google, setting strategy and direction for leadership, management and team effectiveness initiatives. Previously, Dr. Clow served as the Learning Technologies Manager for Google University. Her scope included setting the strategy and vision for scaling and globalizing Google University leadership and development programs, as well as fostering innovations for infrastructure and delivery mechanisms. She also founded the first e-Learning team within the company. Prior to joining Google, Dr. Clow served as the Chief Learning Officer and Proposal Manager for Carley Corporation, a custom training solutions provider in Orlando, FL. She designed large-scale learning solutions and led teams to develop and implement instructor-led curricula, e-Learning, and high-end simulations for clients such as the U.S. Navy, BellSouth, Molex, and the Asia-Pacific Economic Cooperation. Dr. Clow has a Ph.D. from Auburn University in Psychology with an emphasis in Organizational Behavior Management.
GSA created the Emerging Leaders Program, a two-year rotational leadership development program that attracts recent college graduates.
Analyzing Organizational Capacity Analyzing Capacity within a business organization can be one of the most challenging of the sales training foundational competencies. The reason is because a positive cash flow from sales revenue generated by a high performance sales force ensures that the company can afford to risk making strategic market decisions. It needs to be able to service and deliver quality products that can be sold to grow the business. What is the function of Business Capacity? Business capacity involves analyzing, monitoring, measuring, evaluating, managing, and planning all functions of the company for financial, statistical, and behavioral data. This process allows business leaders to clearly identify how to grow and sustain the health of the organization. This includes: technological, operational and human performance. You can perform activities that align and maximize capacity measurements and improvements within any part of the organization. According to the ASTD World Class Selling, the definition of “Analyzing Organizational Capacity is to: “Assess and weigh competing requirements against available resources to minimize risk, ensure quality deliverables, and balance capabilities with capacity.” Key actions would include: 1. Assessing resources accurately 2. Balancing risk with goal achievement when determining next steps Should I integrate the capacity of my SALES or TRAINING department? Absolutely! It is extremely valuable for you to understand the financial, operational and human requirements and costs to run your training department. As a Sales or Talent Management Sales Trainer, you are responsible for the knowledge management of the sales team and its’ performance outcomes. The health of your own training department is vulnerable to business capacity shifts and changes. The better you understand how analyzing capacity works the better your departmental efforts will be measured for your own success as a Trainer! How does this relate to Sales Training? Your sales team’s performance in any given month will reflect the increases or decreases in the “capacity” to which the organization can utilize internal or external resources. In this case, we are talking about the companies’ ability to access financial resources that come from new and existing sales revenue. Sales revenue is the anchor of life for all business, The company will suffer in capacity when a sales organization is not strong. The business must be able to “afford” to adapt constant change and if it cannot do that without strong sales leadership, revenue increase and consistent sales productivity. If the organization be able to adapt to capacity changes or sustainability is threatened.
What are the needs of the sales team? Sales development needs must begin with an understanding of the intricacies of the buyer and seller relationship. Simply put, you must help sales team members leverage a standard sales process. This requires that youknow as much, if not more, about the sales process as the sales team members who employ it. While many sales team members have been trained on a standard process, or have figured it out on their own, you are in a unique position to prioritize, organize, and implement the appropriate sales training activity to improve its execution — as long as you know what you’re doing. The steps below are recurring cycle. Leveraging this analysis tool, you can improve efficiency and manage sales team development processes more effectively, within a strategic context. This tool offers a structured way for you to identify, prioritize, and implement sales training solutions. Because the approach is a system’s approach, it can help sales teams align to the buying organization, focus on ratcheting up performance, and address immediate problems while keeping an eye on the longer term. Sales managers and sales trainers will approach each sales training action with information about their organization, the buying organization, and the relationship between them. The model’s five phases are: As organizations begin to think of sales development needs within a phased, cyclical process, they are better equipped to adopt an overall holistic approach to sales force recruiting, retention, and engagement that includes talent management and leadership development – building a path towards improved sales team performance. Following this approach can help your organization understand the alignment of areas of sales force expertise in relation to long-term sales goals. By determining the key questions outlined under each step of the sales development analysis tool, you can begin to see how each phase builds upon the one before, and how specific skills and knowledge are developed. It will help you set the stage within your organization to effect the paradigm shift from “sales training” to “sales development and performance,” and will guide your efforts to make the business case for this shift as well as tie it to desired business outcomes. By adopting this approach, you can ensure that your sales organization is knowledgeable, engaged, and equipped to work with even the most demanding buyers to ensure your company’s future growth and profitability. Perhaps more importantly, this model serves as a continuous improvement framework. When you have accomplished step 5, it’s time to begin anew at step 1.
Using “good leadership” alone will not be enough to create an ethical culture. It takes consistent, intentional, positive actions.
You and your family are boarding an airplane, and are about to fly across country. How would you want that pilot to have learned how to fly? P.S. It is stormy. Your daughter is going in for an operation. How would you want that doctor to have learned how to operate? You are the defendent a big intellectual property lawsuit. How do you want your lawyer to have learned her craft? Now, is it fair or unfair to talk about project management, leadership, relationship management, and innovation (or other big skills) using those same standards? Is it as important for your boss, or your CEO, or your employee to have the same level of mastery? Is it even possible?
(From ecademy.com) Making tough decisions, implementing change, and telling people that this is the way it is – really isn’t the same as getting them motivated to accept how things are and to work well. As Michael Hammer – former Business Process Re-engineering guru of the last recession – now says: “The human side [of change] is much harder than the technology side and the process side. It’s the overwhelming issue.” Daniel Goleman [“Primal Leadership”] has eloquently articulated the principle of a style of leadership that resonates with people – that speaks from the heart and offers a measure of re-assurance and certainty of conviction about the direction in which they are being led. But how you do you translate that into action? How do you actually motivate people? What are the keys? Read the entire article.
New data from the Center for Creative Leadership finds that public managers need to boost proficiency in six core competencies.
DeLynn Senna outlines tips for developing a meaningful program to prepare Millennials for leadership roles.
Action learning combines practice, coaching, and feedback to better develop collaborative healthcare leadership.
(From Gulf Times) — The Hamad Medical Corporation (HMC) has received a Gold Award from the Supreme Council of Information and Communication Technology in Qatar (ictQATAR) for actively promoting e-learning among its employees through the Qatar National e-Learning Portal. HMC Marketing, Media and Public Relations executive director Mohamed al-Noimi received the award at the first anniversary celebration of the Qatar National e-Learning Portal on Tuesday. He praised the initiative carried out through ictQATAR regarding e-learning adoption in all government sectors, and stressed the value of collaboration among different organisations in utilising opportunities offered by ictQATAR. “The award recognises the continuous efforts of HMC in collaboration with ictQATAR towards the adoption of e-learning across our organisation,” al-Noimi said. HMC has achieved the highest adoption of e-learning in terms of course completion with 1,450 courses successfully completed by HMC staff in 2010 and takers achieving at least 80% scores. Health Information Systems (HIS) department’s Information Technology head Omar Sweiss was also honoured as the “e-Learning Manager of the Year” for his leadership in promoting e-learning among employees at HMC. “E-learning has truly impacted the skill sets of many HMC employees. We have had the active support of the e-learning team at ictQATAR in our efforts to promote e-learning courses within the organisation, and to build awareness in order to lay the foundations for corporate adoption of the initiative as part of human resource development plans,” Sweiss said. He praised the self-initiative of HMC employees who were keen to develop their knowledge and skills, and have voluntarily enrolled in online business and information technology courses.
The Center for Creative Leadership has identified six essential organizational capabilities that are a prerequisite for success in the evolving world of healthcare.
The American Society for Training & Development (ASTD) and The Public Manager have joined together to bring a unique conference opportunity to federal employees. Expert speakers and the community of government professionals will be at Government Workforce: Learning Innovations on November 2, 2011, at the Newseum, in the heart of Washington, D.C. Attendees will explore learning innovations that enhance work, try new tools for collaboration within their agencies, and connect with leaders throughout government. An early bird registration discount expires September 30, making this event an affordable investment in professional development. Keynote speakers include: Other expert speakers and moderators include: Learn all about the Government Workforce: Learning Innovations conference at www.governmentworkforce.org. A preview of conference content is contained in the fall issue of The Public Manager, available today. About The Public Manager The Public Manager is a unique, independent, and nonpartisan quarterly journal about federal government leadership that works. Produced in print and electronic format with related podcasts, blogs, and events, it communicates best practices, innovations, and techniques for learning at all levels of government. The Public Manager is affiliated with good government groups such as the Partnership for Public Service, GovLoop, Young Government Leaders, the Graduate School, the American Society for Public Administration, and others. It is published by The Bureaucrat Inc., a not-for-profit organization owned by ASTD that is chartered and devoted to furthering knowledge and best practice in government. The Bureaucrat, Inc. maintains its own corporate officer and Board of Director structure. For more information about The Public Manager and the new summer issue, visit www.thepublicmanager.com.
Strategic workplace learning and its role in achieving priority outcomes for public sector agencies gets the spotlight treatment in the summer 2010 issue of The Public Manager, a quarterly journal devoted to furthering knowledge and best practices at all levels of government. Aligning training to meet strategic business goals is a key driver for private organizations and it is increasingly so for the public sector as well. This issue of The Public Manager details a transformational effort at the National Park Service that won The Graduate School’s Edwards Deming Award. Other best practice articles that highlight the value of aligning training with priority outcomes include features on improving business analysis through integrated learning in the New York State Office of the State Comptroller, and scenario-based training that improves state trooper performance in New Jersey. Change in the public sector workplace, and how to manage that change, are also discussed in this issue of the journal. Topics include: strengthening civic skills; budgeting federal labor costs; the government workplace of the future; service learning through colleges and universities; bridging the skills gap; and how executive coaching is boosting leadership development in the federal government. The full text of the journal articles, and a searchable archive of more than 2,500 past articles, are available through subscription at www.thepublicmanager.org. The website also features electronic forums and blogs, including a blog partnership with GovLoop, a social network of 30,000+ people in the government community. About The Public Manager The Public Manager offers readers practical solutions for emerging public administration and policy issues from experienced professionals. A forum for developing and disseminating best practices, it encourages continuing excellence in government and nonprofit organizations. The Public Manager is published by The Bureaucrat, Inc., an affiliate of the American Society for Training & Development (ASTD), the world’s largest association dedicated to the training and development field whose members work in thousands of organizations in the public and private sectors.