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Added for You - 6 Danger Signs You May Be Headed to Micro-Management
Business is slow, you are not doing as well as you hoped, want to build your business very quickly? Yup we all do. Have you thought about over delivering? Give your customers more that they thought they were getting, offer them a better deal, great service and see what happens?What about my profit I hear you say. Well profit is money in minus costs of providing your sales. Well if you get more sales and manage your costs then your profit is going up as well. Think of the ripple effect when you throw a stone into a lake – it spreads out. So treat your customers well and they will not only come back but they will bring
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes y
Just like products, people also have brand names. This is especially true if you are working within a huge company. Here are five ways to turn your brand name around!1) Leave your current job. This is probably the most simplistic one, but also the fastest. You leave your job and start a new one. You get a fresh slate. The 'farther' away the job... the better. This doesn't just refer to the location, but also industry. If you are trying to completely change your brand name, it might not be the best idea to work for your company's number one client. Chances are that your old brand name shadow will still follow. I don't recommend
Do you want to know the big difference between due diligence and a core competency?
Here's a classic example:
Collecting 50 business cards per day is an act of data procurement, while training to a 60% conversation to appointment ratio is focusing on an essential component to ensure your sales team's success.
Don't focus on accountability to tasks but enlighten to identification. It's much more important to teach your people the "business" of the business they're in.
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes yo
Getting a translation done can be a serious business. Maybe not if you are only having a brief email translated, but definitely so if you are dealing with business documents, reports of anything that will be printed. Many people however approach translation too lightly believing it is an easy, quick and straightforward process. This is far from the truth.Translation is a complex affair and needs to be approached sensibly in order to avoid poor results. Before starting a project that involves translation, consider the following common thoughts people have about translation services. Do you think the same?I know a fore
Don't focus on accountability to tasks but enlighten to identification. It's much more important to teach your people the "business" of the business they're in.
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes y
Unless you start doing “it” today, all the quality checks in the world won’t save your company from a major stumble. "It" is right speech. As a quality manager, I like to imagine that if everybody does their job and quality is high at every stage in the production process, I’ll enjoy a smooth operation and get satisfied customers as a result. But experience has taught me that a mean spirit can infect and poison the work place when people don’t watch what they say.Mean comments by coworkers about managers, snide asides about other employees, managers who gossip about recently terminated employees, supervisors who don’t communic
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes y
Teamwork demands that all departments provide service to the internal customer who is on the front line serving the external customer. That means you are responsible for serving other team members and they are responsible for serving you. As a team member, you must remember that the key word to describe your relationship with others is interdependence. Others are dependent on you and you are dependent on others. We need each other to ultimately serve our external customers and to meet their specific needs.Here is an example that demonstrates the concept of interdependence and why it is important to work as a team in order to a
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes y
The right prescription lies in integrative medicine and management that combines the best of Eastern and Western practicesAfter a century of pill-and-scalpel medicine, doctors have discovered that fighting disease and restoring health are not the same. As medical science examines herbs and acupuncture in traditional Chinese medicine, a new blend of medicine emerges.In Asia, it is quite common for sick people to turn to traditional medicine for remedies. In the West, the alternative medicine is catching on very rapidly. For example, nearly half of all US adults now go outside the health system for some of their
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require detailed forecasting beyond your normal sales cycle.
It's hard to imagine a management strategy more toxic than thi
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