In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
A famous racecar driver once said that races are won by how fast you get through the corners, not how fast you go in a straight line. Many organizations focus on the flash and sizzle of their worlds, ignoring at their peril the routine and perceived “basic” things. Failure to acknowledge and overcome Organizational Vulnerabilities are the things that will cause your team to fail.
IS THE CUSTOMER OR CLIENT ALWAYS RIGHT?
Of course not. Should every customer/client be treated fairly, with dignity, with respect, and should they always get value for their time and money? YES, every time.
It is a simple rule.
For profit or not-for-profit, many organizations do not properly utilize meetings as a tool for communication. Many times meetings are not effective because the three simple rules of meetings are forgotten.
Many small and medium-sized organizations do not have a human resources person or department. This very important function can be just one more very important function that one of the organization’s senior people does along with their other important functions.
Being a good leader doesn’t have anything to do with titles.
Being a good leader is about respect.
Respect is earned.
Retail, manufacturing, non-profit, charity: it doesn’t matter the field of endeavour, we’ve said this or know people who have said it. These people are super-dedicated, high-achievers, passionate about what they do and stubbornly refuse to admit that they are completely wrong. Anyone who consistently works these kinds of hours, either does so because they want to or because they can’t (or won’t) delegate.
Your organization will be stronger when people are encouraged to contribute what they really think and to help the organization avoid mistakes. By developing and listening to your associates, good people will want to join your team. Your organization will grow past the point that it would have if you were the only one driving ideas.
Having a “What If” file gives your associates the comfort of knowing they have the tools they need to handle their jobs in unusual circumstances.
This past week I read an article about a premier that was considering a cabinet shuffle, in essence because not enough of his cabinet ministers were supporting him. Senior political advisors were recommending that those unsupportive ministers be moved out because they cared too much about their ridings and not enough about supporting the premier.
The fact that a senior leader “thinks” that, much less “quotes” something like that is what sparked this post.
Like so many skills, selling ability is a learned skill. Even someone with “natural selling skills” can be better. Perhaps the most effective training method is also the one that most people feel the most uncomfortable with: role-playing. The primary focus of this post is teaching selling skills; however, role-playing can help in virtually any training situation.