Why most sales reps aren’t built to perform

9 years ago 1 0 1861

Our customers today have access to overwhelming volumes of information, have so many choices and are ever more discerning.  The ability for our customers to truly understand what we can offer them can simply be lost in the white noise. How we connect to customers and sell them our purpose, our values and our offerings can be critical in cutting through this white noise and drive business success.  Great sales people are therefore a prerequisite of success – and you need them right across your business. As organisations become more social and customer centric, every person within the organisation not only becomes a brand ambassador, but a ‘salesperson’ of the organisation, and for the organisation, to its customers.  The old days of salespeople on the ‘outside’ and everyone else huddled within are definitely gone. So what really makes a great salesperson? If you had to identify the profile that would

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Top 10 tips to achieving your goals

9 years ago 0 0 1674

How do you make sure that the goals that you, your team or organisation set can actually be realised? Over the New Years Break I was interviewed on radio in several cities to discuss this idea – or in its seasonal form, “how to stop New Years Resolutions becoming New Years regrets?” I shared these 10 key steps and checks that you can filter your goal through, to guarantee a much higher strike rate of success.  They are drawn from working with key executives and leadership teams and apply regardless of the goal that you are setting. Check this list of 10 out and see how your goals stack up: 1:  Are they positively stated?  When your goal is to become or achieve something, you allow your attention to be drawn forward to the possibility.  If your goal is to stop or avoid something, you are focusing on what you

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Releasing the people potential

9 years ago 0 0 1673

I was working with a senior international business leader recently and his sense was that we are almost on another ‘tipping point’ in business – he keeps hiring great people, but most of his efforts to create synergies and really get the best of his people seem to fail.  He sees that we should be able to turn great people into great teams and drive great results, but for some reason we just can’t get there.  He envisions a new ‘world’ where people can get on and really unleash their potential to drive performance. He was expressing that there must be a ‘better way’ to lead people, and to get results.  He was also expressing a ‘frustration’ that the way forward was not apparent to him, and that everything he did just  didn’t seem to change anything. From what I experience in so many organisations, I can see what he

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The Path Back – 5 Steps to Happiness in Leadership

9 years ago 0 0 1653

Life provides us with challenges. Sometimes we suffer circumstances that leave us in a bad space. We may have lost a loved one, come to the end of a relationship, lost a job or had a major change. The only truth is that you cannot control what happens to you, only what you do about it. Every day we can be exposed to bad experiences. Every day we can suffer minor or major set-backs and traumas. The key to getting beyond these circumstances is to be aware that you can, and apply these five quick lessons from positive psychology to help you get back to your best. When I am coaching executives, I see that this group are often suffering and stuck, and searching for a path ‘back’ to feeling good and high performance. Here are 5 steps that they can take on this path: Step 1: Purpose. Having a

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Introducing new marketing planning – a case review

9 years ago 0 0 1443

Sometimes we have no choice other than to step up to our ‘bigger games’. In this case  an organisation was asked at short notice to shift from local marketing planning process to a new, globally mandated process.  The tension of completing a new process, with different templates, structures, languages and timelines created disbelief and even fear within the team.  This was ‘not possible’, a ‘waste of time’ and ‘just a template filling exercise’ in the views of key team members. As the case describes, the first step was to evaluate the current situation in line with the desired goals and to build a meaningful and actionable strategy to get there. The evaluation clearly identified the gaps in skills, marketing planning structures, language, timing and expectations.  It identified at deeper levels cultural, engagement, motivation and cognitive skill issues within the local team that impacted the ability to achieve what was required

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Deciding to play a bigger game

9 years ago 0 0 1479

When do you take the step to play your ‘bigger game’? – You know, the one free of the fears and habits that hold you back from what is really possible.   For most people, it is a realisation that the current way you are doing things is not enough any more.  Something drives us to see that things have to change if we are going to get a different- better- outcome. Because they say the definition of insanity is doing the same thing over and over and expecting a different outcome.  Whilst as we keep doing what we have always done, we will only get what we have always gotten. The realisation that its time to play a new game often emerges because something happens- either something in you changes, or something external to you changes- and you realise that you are not in the bigger game any more. Perhaps it

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Building resilience in our communities

10 years ago 0 0 2000

Our world seems to be getting faster and faster, with more and more stress and pressure being applied to us all.  With so much stress – and the continuing emergence of crisis – how do we build resilience in our communities, so that together we can face the bigger pressures and help each other?  How do we help our communities to ‘spring back’ or ‘spring forward’ with resilience in response to stress or change? In previous posts, I have discussed resilience in individuals, teams and organisations.  However, resilience spreads beyond the ‘working world’ into the broader communities in which we exist.  We can read in the newspapers about how we are constantly under threat – weather, fire, floods, changes in economic conditions, unemployment, food, water and climate issues, war, terrorism, economic downturn and technological change. Our circumstances are always changing, and it seems that are always under constant stress (and

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Building Organisational Resilience

10 years ago 0 0 1892

Is your organisation resilient?  How have you build adaptability, and even the power to transform under stress, into the fabric of your business operations? In my first post on resilience, I covered the concept of personal resilience and the core skills that someone would need to be resilient.  In the second part of the series, we looked at how a resilient leader can create resilient teams. In this third part of the series, I want to take the idea of resilience into the context of organisations. Commonly, resilience in organisations is often equated to risk mitigation and continuance.  This forms a significant part of what resilience can be in organisations – and yet this is not the end of it. Risk mitigation and management forms a ‘context specific resilience’.  Generalised resilience is a deeper concept, where resilience forms part of the fabric of the organisation and is the standard way

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Defining what great executive coaching looks like

10 years ago 0 1 1853

Today I was asked a really important question by a client: “What does great executive coaching look like?” How would you answer this question? We were in the process of discussing an integrated culture change and engagement model, in which teaching coaching skills to leaders to enhance their effectiveness was one element, as was coaching for these leaders to help them drive sustainable change in the business. What do coaches actually do?  What is great coaching and how can you measure it?  How would you have responded to this question? My response went something like this: We live and work under circumstances that are both demanding and constantly changing.  As we change the organisation, or we move people within it, people have to adapt what they do to become most effective under that new circumstance. It is no good for someone to do what they have always done.  Even if it

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