Category: Management

Leadership vs. Management: The Differences to Know for Driving Results

Leadership and management are two terms that are often used interchangeably, but in reality, they are two distinct concepts. While both are essential for driving results in any organization, they require different skills, approaches, and mindsets. Understanding the differences between leadership and management is crucial for anyone who wants to succeed in a leadership role. In this article, we will explore the key differences between leadership and management and explain why both are essential for success.

What is Leadership?

Leadership is a process of influencing people to achieve a common goal. A leader is someone who inspires, motivates, and guides others towards a shared vision. Leadership is about creating a sense of purpose and direction, and inspiring people to work towards a common goal. Leadership is not just about giving orders or making decisions. It is about creating a vision, setting a direction, and inspiring others to follow it.

What is Management?

Management is the process of planning, organizing, controlling, and directing resources to achieve organizational goals. A manager is someone who plans, organizes, and controls resources to achieve specific objectives. Management is about making decisions, allocating resources, and ensuring that the organization’s goals are met efficiently and effectively. Management is not just about giving orders or delegating tasks. It is about taking responsibility for the success of the organization and ensuring that everything runs smoothly.

The Differences between Leadership and Management

While both leadership and management are essential for driving results, they require different skills, approaches, and mindsets. Here are some of the key differences between leadership and management:

1. Vision vs. Execution

Leadership is about creating a vision and inspiring others to follow it. A leader sets the direction and inspires others to work towards a common goal. Leaders are focused on the big picture and are always looking for ways to improve and innovate. They are creative, visionary, and inspiring.

Management, on the other hand, is about executing the vision. A manager takes the vision and breaks it down into actionable steps. They are focused on the details and are always looking for ways to improve efficiency and productivity. Managers are practical, analytical, and results-oriented.

2. People vs. Processes

Leadership is about people. A leader understands that people are the most important asset of any organization and that their success depends on the people they lead. Leaders are empathetic, communicative, and supportive.

Management, on the other hand, is about processes. A manager understands that processes are essential for achieving organizational goals and that their success depends on efficient processes. Managers are organized, structured, and process-oriented.

3. Inspiration vs. Control

Leadership is about inspiring others to achieve their full potential. A leader motivates and encourages others to be their best selves. Leaders empower their team members to take ownership of their work and to make decisions that benefit the organization as a whole.

Management, on the other hand, is about control. A manager ensures that everything runs smoothly and that everyone is following the rules and procedures. Managers provide direction, set expectations, and hold people accountable for their actions.

4. Long-term vs. Short-term Focus

Leadership is focused on long-term goals. A leader creates a vision of where the organization needs to be in the future and works towards achieving that vision. Leaders are strategic, forward-thinking, and patient.

Management, on the other hand, is focused on short-term goals. A manager is responsible for meeting deadlines, achieving targets, and ensuring that everything runs smoothly on a day-to-day basis. Managers are tactical, detail-oriented, and focused on immediate results.

5. Creativity vs. Efficiency

Leadership is about creativity and innovation. A leader is always looking for ways to improve and innovate. They encourage their team members to think outside the box and to come up with new ideas. Leaders are open-minded, flexible, and adaptable.

Management, on the other hand, is about efficiency and productivity. A manager is focused on getting things done quickly and efficiently. They ensure that resources are allocated effectively and that everyone is working towards the same goal. Managers are organized, systematic, and process-oriented.

Why Both Leadership and Management are Essential for Success

While there are distinct differences between leadership and management, both are essential for success in any organization. Here’s why:

1. You Need a Vision and a Plan

Leadership provides the vision for the organization, while management provides the plan to achieve that vision. Without a vision, the organization lacks direction and purpose. Without a plan, the vision remains a dream.

2. You Need Inspiration and Execution

Leadership inspires people to work towards a common goal, while management ensures that the work gets done efficiently and effectively. Without inspiration, people lack motivation and passion. Without execution, the vision remains just an idea.

3. You Need Creativity and Efficiency

Leadership encourages creativity and innovation, while management ensures that resources are allocated effectively and that everything runs smoothly. Without creativity, the organization becomes stagnant and lacks innovation. Without efficiency, the organization becomes chaotic and unproductive.

4. You Need Long-term and Short-term Focus

Leadership provides the long-term vision for the organization, while management ensures that short-term goals are met and that everything runs smoothly on a day-to-day basis. Without a long-term focus, the organization lacks direction and purpose. Without a short-term focus, the organization becomes disorganized and unproductive.

FAQs

Q1. Can someone be a leader and a manager at the same time?

Yes, someone can be a leader and a manager at the same time. In fact, many successful leaders are also great managers. The key is to understand the differences between leadership and management and to know when to switch between the two roles.

Q2. Can someone be a manager without being a leader?

Yes, someone can be a manager without being a leader. While leadership and management are closely related, they are not the same thing. A manager can be focused on processes and efficiency without inspiring or motivating their team members.

Q3. Can someone be a leader without being a manager?

Yes, someone can be a leader without being a manager. Leadership is about inspiring and motivating others towards a common goal, regardless of whether or not the person has formal authority.

Leadership and management are two distinct concepts that are both essential for driving results in any organization. While there are differences between the two, they are not mutually exclusive. Successful organizations require effective leaders who can inspire and motivate their teams to achieve goals, as well as skilled managers who can plan, organize, and execute those goals efficiently. Leaders and managers must work together to create a cohesive vision and strategy that aligns with the organization’s objectives and values. In short, the key to success lies in striking a balance between leadership and management, leveraging the strengths of both to achieve optimal results. By understanding the differences between the two and recognizing their complementary nature, organizations can cultivate a strong culture of excellence and drive sustainable growth over the long term.

Effective Coaching Sessions for Sales Managers & Sales Reps

Photo by Drew Beamer on Unsplash

As a sales manager, you are aware of how crucial frequent feedback is to the performance of your team. Your sales representatives could find it difficult to reach their goals and realize their full potential without constructive feedback and direction. Coaching sessions are one of the most effective ways to give this feedback.

During coaching sessions, you may sit down with your sales representatives to go over their progress and provide ideas for improvement. But not every coaching session is the same. The best coaching sessions are those that are well-organized, structured, and targeted towards the needs of the person.

In this post, we’ll look at the best methods for leading productive coaching sessions that give frequent feedback to sales managers and sales representatives. Everything will be covered, including establishing objectives, giving useful feedback, and follow-up tactics.

Making Goals

Clarify your intentions and expectations before the coaching session starts. This makes sure that you and your sales representative are on the same page and pursuing the same outcomes. When setting goals, it’s important to take the following factors into account:

  • Identifying the area(s) that needs improvement: Determine the particular area, such as closing deals, building rapport, or improving presentation skills, where the sales representative needs to improve.
  • Creating measurable milestones: Make sure the sales representative has measurable goals to strive towards. For instance, if closing deals is the area that needs development, the goal can be to raise the sales representative’s closing rate by 20% over the course of the upcoming month.
  • Creating a schedule: Create a schedule for completing the goals. Everyone is kept accountable and motivated to make progress as a result.

Providing Feedback

After you have established specific goals and timelines, the next step is to offer feedback. Feedback must be behavior or process focused, tailored to the needs of the sales representative, and constructive. Following are some pointers for giving constructive feedback:

  • Prioritize behaviors over personality: Instead of launching personal attacks, critique particular actions. Saying, “You’re not a very good listener,” for instance, can be replaced by, “I noticed that you interrupt the customer frequently during meetings. How do you suppose that comes across to the customer?”
  • Give specific examples: Use specific examples to support your critique. The sales representative can now clearly see what needs improvement. As an instance, you may state, “I noticed that you tend to use jargon during customer meetings,” while providing critique on communication skills. Let’s practice speaking in plain and understandable terms.
  • Encourage self-reflection: Use questions that motivate the salesperson to consider their actions and pinpoint their areas of weakness. What did you believe went well on the most recent sales call, for instance? What may you have done differently to provide the outcome that both you and the customer may have needed?

Follow-Up Techniques

The coaching process doesn’t end with giving feedback. You must build follow-up techniques to make sure your sales representative is moving closer to their goals. Everyone is kept accountable and driven to complete their assigned tasks as a result. Following-up techniques to think about include:

  • Schedule frequent check-ins: Set up frequent meetings to assess how well the mutually agreed upon goals are being met. Depending on the situation, this can occur weekly, biweekly, or monthly.
  • Provide ongoing support: To assist your sales representative in achieving their goals, provide ongoing assistance and direction. This can include additional training, suggesting a mentor, or resources to support their success.
  • Celebrate accomplishments: Acknowledge and celebrate achievements made along the way. Take the time to thank your sales representative for their dedication and hard work once they accomplish a target. As a result, morale and motivation are raised, which might pave the way for future success.

FAQs

Q. How frequently should coaching sessions be held?

A: Coaching sessions need to be held on a regular basis, but how often will depend on the specific needs of your sales force. Coaching sessions should ideally take place weekly or bi-weekly. This may vary on tenure of a particular sales representative, but don’t assume that your most experienced representatives do not appreciate regularly scheduled coaching sessions 

Q. What happens if a sales representative resists feedback?

A: It’s not uncommon for sales representatives to frequently exhibit resistance to feedback especially if they feel criticized or attacked. In these circumstances, it’s crucial to approach feedback in a positive and encouraging manner. Encourage the sales representative to view feedback as a chance for development and progress.

Q: Are remote coaching sessions possible?

A: Using video conferencing software or other online communication platforms, coaching sessions may be held remotely. To make sure that remote coaching sessions are successful, it’s important to establish clear guidelines and expectations.

Effective coaching sessions are an essential component of any successful sales team. By setting clear goals, providing actionable feedback, and establishing follow-up strategies, sales managers can help their sales reps achieve their full potential. Remember, coaching sessions should be a collaborative effort, with both the sales manager and the sales rep working together towards a common objective. As is the case with many sales managers who’ve performed well as sales reps, these feedback sessions can often become one-way solution providing sessions. These sessions turn into selling your sales reps on your techniques, and become less effective over time. After all, you want your sale reps empowered to come up with their own solutions that will pave the way for their long-term success. A sales reps inability to be resourceful when creating solutions may be a sign that they are not a good fit for the role, or may need further training to deliver better outcomes. With regular coaching sessions, you can improve performance, increase productivity, and drive sales growth for your organization.

Here are 30 Coaching Questions to use in your next session: 

  1. What do you feel went well during your last sales call? 
  2. How can you continue to build on that insight? 
  3. Can you tell me about a time when you were able to close a difficult sale?
  4. What part of that experience do feel is repeatable? 
  5. How do you typically open a sales call?
  6. What has worked well? What did not work well and should focus on eliminating? 
  7. What are some of the biggest challenges you’re facing in your sales role right now?
  8. When was the last time you faced a similar challenge and how did you move passed it? 
  9. Can you walk me through your process for gaining agreement with a customer?
  10. What do you think sets you apart from other sales reps on the team?
  11. What have you learned form other team members? 
  12. How do you stay motivated during times when sales are slow? 
  13. Can you give me an example of a successful presentation you’ve made in the past?
  14. What do you feel you could improve on in terms of your sales technique?
  15. How do you typically handle objections during a sales call?
  16. What could you improve on? 
  17. Can you walk me through your follow-up process after a sales call?
  18. What do you feel are some of the most important qualities for a successful sales rep?
  19. What are some the qualities of an successful one?
  20. Which are you exhibiting? 
  21. How do you measure success in your role?
  22. What are you settling on, rather than overcoming and pushing through? 
  23. What do you think are some of the biggest challenges facing our industry right now?
  24. How do you stay up to date on trends and changes that customers are faced with?
  25. Can you give me an example of a time when you were able to successfully upsell a customer?
  26. How do you approach building relationships early in the conversation?
  27. What do you think are some of the most important behaviors for a sales rep to have?
  28. How do you prioritize your sales activities throughout the day?
  29. Can you tell me about a time when you were able to turn around a difficult sales situation?
  30. What do you need from a coach to move you closer towards you goals? 

Book Review: The War of Art, by Steven Pressfield

“Resistance is the most toxic force on the planet. It is the root of more unhappiness than poverty, and disease. To yield to Resistance deforms our spirit. It stunts us and makes us less than we are and were born to be.”

“The War of Art”, by Steven Pressfield, is a book that every artist, writer, musician, or creative person should read. It is a compelling manifesto that explores the nature of creativity and the resistance that often hinders us from achieving our full potential.

Pressfield’s book is divided into three parts, each with its own set of insights and wisdom.

Part one, “Resistance: Defining the Enemy”, is a powerful call to action that forces readers to confront the obstacles that prevent us from creating, such as procrastination, self-doubt, and fear.

Part two, “Combating Resistance: Turning Pro”, is a guide to overcoming these obstacles and becoming a professional in our chosen field.

Finally, part three, “Beyond Resistance: The Higher Realm”, explores the spiritual dimension of creativity and the connection between art and the divine.

The book’s tone is straightforward and no-nonsense, with Pressfield’s voice serving as a firm but supportive guide. I found his writing style to be engaging and accessible, with anecdotes and examples that illustrate his points and make the book feel like a conversation with a wise mentor.

One of the main themes of the book is the importance of discipline and perseverance in the creative process. Pressfield argues that to achieve greatness, we must show up every day and do the work, regardless of how we feel or what obstacles we face. He also stresses the importance of taking risks and embracing failure as a necessary part of the creative journey.

Another key theme is the idea that creativity is a spiritual endeavor, and that by tapping into our innermost selves, we can create work that is not only meaningful but transformative. Pressfield encourages readers to trust their intuition and to view their work as a calling rather than a job.

Overall, “The War of Art” is a book that has inspired me to take my own creative work more seriously and to confront the resistance that arises when pushing beyond the status-quo. It has given me actionable ideas and tools that I can use to overcome self-doubt and fear, and it has reminded me that creativity is not just a hobby but a vital part of who I am and who I can continue to become as new challenges come.

“The War of Art” is a must-read for anyone who has ever struggled to create or who has felt that their creative work is not living up to its full potential. It is a book that will inspire, challenge, and ultimately transform.

Here are my five main takeaways from the book:

  1. Resistance is the enemy of creativity, and we must learn to recognize and overcome it.
  2. Discipline and perseverance are essential to achieving greatness in our creative work.
  3. Taking risks and embracing failure are necessary parts of the creative journey.
  4. Creativity is a spiritual endeavor, and by tapping into our innermost selves, we can create work that is transformative.
  5. Trusting our intuition and viewing our work as a calling rather than a job can help us find meaning and purpose in our creative endeavors.

While “The War of Art” is primarily focused on the creative process, its principles can be applied to sales professionals and sales managers as well. Here are some ways the book is very relevant to sales:

  1. Resistance in sales: Just like in the creative process, sales professionals also face resistance in their work. This can manifest as fear of rejection, procrastination, or self-doubt. By understanding the nature of resistance and learning to overcome it, sales professionals can become more effective and successful in their work.
  2. Discipline and perseverance: Sales is a competitive field, and achieving success requires discipline and perseverance. Sales professionals must be willing to put in the hard work and show up every day, even when faced with rejection or setbacks.
  3. Taking risks: Sales professionals are often required to take risks, whether it’s trying out a new sales technique or reaching out to a potential client who may seem out of reach. By embracing the possibility of failure and taking calculated risks, sales professionals can expand their reach and achieve greater success.
  4. Resourcefulness in sales: While sales may not seem like a creative field at first glance, creativity can be an important asset for sales professionals. By thinking outside the box and coming up with innovative solutions to clients’ problems, sales professionals can differentiate themselves from their competitors and build lasting relationships with clients.
  5. Trusting intuition: Sales professionals often rely on their intuition to make quick decisions and build rapport with clients. “The War of Art” emphasizes the importance of trusting our inner voice and intuition, which can be a valuable tool for sales professionals.

Overall, “The War of Art” can provide valuable insights and strategies for sales professionals looking to improve their performance and achieve greater success in their work.

The Sales Managers Guide for the Quietly Quitting Sales Force

Photo by Magnet.me on Unsplash

You are responsible for leading your team to success as a sales manager. You seek to ensure that your team members are motivated, successful, and, above all, continually striving towards improvement. But what happens when members of your team begin quitting without ever saying a word? This is a problem that many sales managers are facing in todays (post-covid) environment – the quietly quitting sales force. When salespeople quietly leave, it can be challenging to identify the reasons behind their departure and address the issues that led to it. This guide is designed to help sales managers navigate the issue of a quietly quitting sales force.

Identifying the Quietly Quitting Sales Force

The first step in addressing the issue of a quietly quitting sales force is identifying the signs that your team members are unhappy and may be considering leaving. Here are some common signs to look out for:

  • A decline in productivity or work quality
  • A rise in absenteeism or tardiness is observed.
  • A lack of engagement during team meetings or one-on-one meetings.
  • A sudden shift in work-related behavior or attitude
  • A decline in sales performance or missed targets
  • A lack of interest in professional development or training
  • A rise in conflicts with team members or superiors

If you observe any of these symptoms, it is crucial that you address them promptly. Don’t wait for your team members to quit before taking action.

Preventing the Quietly Quitting Sales Force

The best way to address a sales force that is quietly quitting is to prevent it from occurring in the first place. Here are some strategies for maintaining the engagement and motivation of your team members:

  • Create a positive workplace: Ensure that the members of your team feel valued and appreciated. Celebrate their successes and provide regular feedback.
  • Offer development opportunities: Offer your team members opportunities to acquire new skills and build their effectiveness. This may help them feel more invested in their work by helping them to increase their ability to influence. 
  • Provide regular feedback: Regular feedback can help your team members improve their performance and feel more engaged with their work.
  • Offer competitive compensation and benefits packages to ensure that your team members feel valued. Many team members do not equate higher-pay to a greater sense of happiness, but more often do want the ability to affect their income with merit based raises or bonuses. 
  • Value work-life balance: Encourage your team members to take breaks and prioritize their well-being by setting goals around this value. This can help prevent burnout and increase job satisfaction.

By implementing these strategies, you can help prevent the quietly quitting sales force and keep your team members motivated and engaged.

Addressing the Quietly Quitting Sales Force

If you detect signs of a quietly quitting sales force, it is crucial to address the situation immediately. Here are some strategies for addressing the issue:

  • Have open and honest conversations: Schedule one-on-one conversations with your team members to discuss any concerns they may have. Listen to their feedback and work together to find solutions.
  • If team members decide to depart, conduct exit interviews to collect feedback and identify areas for improvement.
  • Provide training and support: Provide training and support to team members who may be struggling with their work or experiencing feelings of being overburdened.
  • Take action based on feedback: Improve your management style, company culture, and policies and procedures based on the feedback you receive from your team members.
  • Celebrate success: Celebrate successes while recognizing the hard work of your team members. This can help boost morale and prevent resignations in the future.

By taking action to address the quietly quitting sales force, you can prevent further turnover and ensure the success of your sales team.

FAQs 

1. How can I determine if my sales team is quietly quitting?

  • Look for signs of decreased productivity, increased absenteeism, lack of engagement in meetings, and a sudden change in behavior or attitude towards work.

2. What can I do to prevent the quietly quitting sales force? 

  • Creating a positive work environment, offering career development opportunities, providing regular feedback, offering competitive compensation, and encouraging work-life balance can help prevent the quietly quitting sales force.

3. How can I address the quietly quitting sales force?

  • Having open and honest conversations with your team members, conducting exit interviews, providing training and support, taking action on feedback, and celebrating successes can help address the quietly quitting sales force.

4. Why is addressing the quietly quitting sales force important?

  • Addressing the quietly quitting sales force is important because it can prevent further turnover and ensure the success of your sales team. Additionally, addressing the underlying issues that led to the resignation can improve company culture and increase employee morale.

The quietly quitting sales force is a problem that sales managers cannot afford to ignore. Identifying the signs of a quietly quitting sales force, preventing turnover, and addressing the issue when it arises are critical steps to ensuring the success of your sales team. By creating a positive work environment, offering career development opportunities, providing regular feedback, offering competitive compensation, encouraging work-life balance, having open and honest conversations, conducting exit interviews, providing training and support, taking action on feedback, and celebrating successes, you can prevent the quietly quitting sales force and keep your team members motivated and engaged. As a sales manager, it’s your responsibility to ensure the success of your sales team. Use this guide to help prevent and address the quietly quitting sales force and keep your team members on the path to success.

Coaching Beyond the Metrics

My approach to coaching, which I use in my role as a sales manager who works with top salespeople, is based on three essential pillars: caring, focus, and listening. In this article, I will share, what I believe to be, the significance of these pillars and offer some suggestions for how sales coaches might make good use of them to assist their sales reps in achieving the goals they have set.

Pillar #1: a sincere concern for the individual

While Stephen Stills sang it first, it is a common refrain in sales to, “love the one your with”. This is a great reminder when working with customers, but what about when it comes to working with your salespeople? How often have you sat with a manager only to be stuck in a whirlwind of someone who’s multitasking?  To be an effective coach, you must first demonstrate a profound concern for the individual you are working with and that begins with scheduling uninterrupted time with your reps. If you want to be a good coach, you need to sincerely care about the people you’re mentoring and the progress they make.  You have to work to build a connection with them that is founded on trust, respect, and empathy. You must be willing to devote both time and effort into comprehending their (what’s perceived) one-of-a-kind circumstance. If the person you are coaching has the impression that you care about them on a personal level, they will be more receptive to the advice you give and more likely to put it into practice. 

Listed below are some examples of questions that might be asked when delivering on this pillar:

  • What do you perceive to be your most significant obstacles at the moment, and how may I assist you in overcoming them?
  • What is it that drives you to succeed, and how can I help you work toward attaining the objectives that you have set for yourself?
  • What are some of your personal as well as professional objectives, and how may I assist you in accomplishing those objectives?

Questions to gain commitment on future activities:

  • In order to get past your difficulties, what actions are you prepared to take?
  • In order to accomplish what you have set out to do, how can you best utilize your strengths?
  • What are some concrete steps you can take this week to go closer to achieving the objectives you’ve set for yourself?

Pillar #2: the ability to concentrate on the goals of another person

If you want to be a good coach, you have to put the needs and goals of your reps ahead of your own. It is your responsibility to assist them in recognizing and achieving their objectives. After 15 years of coaching sales professionals it is no surprise to me when a sales rep comes to a coaching session without defined goals and objectives. I’m talking about the things that are beyond quota, minimums, and income expectations. Too often we get caught up doing what we are doing today because it is the same thing we did yesterday. To really challenge your reps you need to have excellent listening skills and be able to ask probing questions that assist them in gaining clarity, insight, and perspective. You have a duty to help them in exploring a variety of possibilities and solutions, and you must also encourage them to take accountability of their actions and choices. You know you are doing this well if the conversation becomes uncomfortable. If achieving goals were easy they aren’t really goals and this requires you to stretch someone beyond what they may believe they are capable of doing. 

Listed below are some examples of questions that might be asked when you are delivering on this pillar:

  • What are some goals that you wish to accomplish in the next six to twelve months, and why is accomplishing these goals important to you?
  • What are your greatest areas of strength and where do you feel you need the most growth, and how can you best utilize those areas to reach the objectives you have set for yourself?
  • What are some possible problems or roadblocks that you could run across, and how can you get beyond them?

Questions to gain commitment on future activities:

  • What specific actions are you going to take, and by when, in order to get closer to the achievement of your goals?
  • How can you make the most of your resources and network to move toward your objectives?
  • In order to keep moving forward with your goals, what kind of assistance or responsibility do you require from me?

Pillar #3: a willingness to actively listen and dive deeper

Active listening is essential to effective coaching, as is providing your rep with encouragement to investigate their own thoughts, feelings, and beliefs. Too often I see both reps and managers listen with the goal to respond rather than to understand. The irony of these situations is that, as managers, don’t we want our sales people to listen to understand the customer rather than to product dump? Of course! This is our opportunity to display this skillset. It is necessary for you to ask open-ended questions that will assist your reps in revealing their values, ambitions, and priorities. You also need to be willing to confront their assumptions and beliefs and assist them in overcoming any self-doubt or limiting ideas that may be holding them back from reaching their full potential.

Listed below are some examples of questions that might be asked regarding this pillar:

  • What are some of your biggest worries or doubts, and how do you plan to get through them?
  • Which of the following views or narratives would you take into consideration that would serve you better?
  • What is the primary motive or reason behind your goals, and how can you best align them with the things that are most important to you?

Questions to gain commitment on future activities:

  • How can you evaluate your growth and improve based on the lessons you’ve gained from your experiences?
  • What kinds of assistance or resources do you require so that you can keep expanding and improving?
  • What are some measurable goals that you aim to reach, and how will you know when you’ve achieved them when you get there?

In a nutshell, in order to be a good coach, you need to have a profound sense of care, focus on the needs and agenda of your reps, engage in active listening, and encourage your reps to think critically. The use of these three pillars allows coaches/managers to not only form good connections with your reps but also to assist them in achieving their goals, as well as to empower them to continue developing and becoming more successful.

Source: HBR.org

Leadership: Courage is Calling

Photo by Towfiqu barbhuiya on Unsplash

We may be inclined to think of the daring and heroic characters when we think about leaders. The army’s commander is in the trenches, leading the advance and bearing the brunt of the opposing attacks. After all, that’s what it takes to be a leader in comic books and movies!

Of course, for the vast majority of us, this is not the case. The front lines of battle for most managers means addressing business and personnel challenges on the daily.

But it doesn’t mean you can sit back and relax. Being brave and heroic is still highly essential. It’s only that this bravery will take on a new shape.

Action-Oriented Leadership

Leaders who take action are the most effective. When we lead by example, we establish a positive example for our team and encourage them to follow suit. As a result, we avoid one of the worst qualities a leader can have: hypocrisy.

Being accused of hypocrisy is one of the few things that will instantly stoke doubt and resentment in your ranks.

Nobody enjoys being asked to do something they don’t want to do because they believe their superior is either reluctant or afraid to do it. You’re in control, and that comes with a lot of responsibilities. Giving your team the worst duties and not participating in them yourself is an abuse of power.

Decisiveness

Leading by example also entails being determined. It entails being able to make a timely decision and being ready to follow through on that decision.

Many less experienced managers make the error of postponing or avoiding decision making. Their concern is that they would make the wrong decision and lose their employees’ respect as a result.

Indecisiveness, on the other hand, is worse than making an unwise or wrong decision. Indecisiveness makes you appear weak or incompetent. While taking action may have negative effects, deferring a decision will always have negative implications.

On the other hand, seeing someone who takes swift decisions and doesn’t second-guess themselves is almost always motivating. Your team members will gain confidence as a result of your decisiveness. It fosters a culture failing forward and empowers other to take ownership of mistakes.

Responsibility

What does decisiveness have to do with courage?

Simply put, it indicates you’re ready to take on the responsibilities that come with being a leader. Being a leader does not imply that you get to tell people what to do or that you get to take all the credit.

Being a leader entails taking charge of the group. It entails safeguarding them so that they may accomplish their best work. It entails making decisions and accepting responsibility for the consequences. We only delay making decisions when we don’t want to look bad… And that, in the end, is a sign of cowardice.

Stoicism

Finally, being a fearless leader entails taking the fall when things go wrong. If you make a mistake, it’s critical to not only own up to it, but also to remain calm and composed when confronted by your superiors or when the business is on the verge of failing.

All you need are these; certainty of judgment in the present moment; action for the common good in the present moment; and a attitude of gratitude in the present moment for anything that comes your way.’

Marcus Aurelius, Meditations, 9.6

In a crisis, it’s also critical to maintain calm. When things appear to be going poorly for the team, this means leading by example. Prevent your team from becoming panicked. Keep your cool and you’ll be able to deal with the situation effectively.

How to Be the Leader They’re Looking For

What is the source of all this bravery and stoicism? If you don’t have it naturally, how can you get it?

Is it a case of putting on a tough exterior?

Not in the least.

Being a truly great leader comes from having the right priorities. It means forgetting yourself and, instead, focusing on the goals of your organization and the happiness and comfort of your team. When you do that, it’s easy to be a courageous leader.

Self-Reflection Questions:

1. How can I balance being a leader with being a follower?

2. What can I do to make my leadership skills stronger?

3. Who can help me become a better leader?

A Foolproof Formula for Showing Your Boss You Have Potential

Whether you want to move up the corporate ladder to management or be chosen to lead new initiatives, demonstrating your potential to your boss is critical. Naturally, excelling at your present work is a good place to start, but advancement requires more. In fact, your supervisor is most likely analyzing you right now. According to a Harvard poll, 98 percent of organizations have some type of mechanism in place to identify top achievers, who make up around 3 to 5% of the workforce. Meanwhile, staying in those upper echelons is nearly as difficult as getting there. According to the same poll, up to 20% of these emerging stars disappear off the list each year. Start immediately to realize your ambitions. Check out these pointers to help you remain on track at every level of your career.

Displaying Your Potential Early in Your Career

Focus on fitting in and building connections while you’re new to the workplace. That preparation will lay a solid foundation for you over time.

1. Produce results. Keep track of your achievements and keep a record of them. Develop a reputation for going above and beyond and finishing tasks on schedule. Proactively I dentify problems for which you may have a solution. Naturally it would be great if your solutions were adopted, but that’s not always the goal. Sharing your voice and taking part in the solution is just as important in providing one. 

2. Back up your manager. Make an effort to make your manager look good. What goes around, comes around. You’ll have your moment to bask in the feeling of making an impact, in the meantime focus the attention upward. Check your managers priorities to determine where you can focus your efforts.

3. Focus on learning. Keep the big picture in mind as you find out all you can about your company and your industry. Ask lots of questions, be observant, and read the latest news.

4. Request feedback. You should also learn about yourself, or at leas how you’re being perceived. Invite people to express their opinions on your work. Accept constructive criticism and acknowledge your coworkers for their input.

5. Take action! You must put your learning into practice in order for them to make a difference. Analyze information to see how it may be used in real life. When you pick a coworker’s brain or attend a conference, make a list of takeaways, and then choose one that you can take immediate action on.

6. As Kendrick Lamar would put it; Be Humble!  Allow your actions to do the talking. Contribute to the team and be willing to share credit.

Displaying Your Potential Later in Your Career

Your skill as a seasoned professional is often taken for granted. Intangibles such as leadership and vision are now more likely to be valued.

1. Create a niche for yourself. Prepare to relinquish certain obligations in order to focus on your talents. Find out what you’re excellent at and what you enjoy doing. Later in your career is a great time to leverage your strengths that may not have been quite as developed earlier. 

2. Act as a role model for others. Now is the time to return the favor. Consider the attributes you appreciate in your role models and tailor them to your own personal style. Make an effort to reach out to new recruits and provide supportive comments to your coworkers.

3. Inspire others. Encourage people to achieve their goals. Allow your colleagues to learn and improve by providing them the opportunity model you. 

4. Take on the role of an mentor. When working with customers or other members of the team, your behavior reflects on your company. Make sure you understand the mission statement so you can apply the values that perpetuate the teams success.

5. Take risks. You can act like an entrepreneur even if someone else owns the company. Take sensible risks that will allow you to stretch your skills and enhance your company’s position. Start off small and learn from experience so you can fine tune your judgement over time.

Demonstrating your potential to your manager will help in your advancement and recognition. Early in your career, increasing your effectiveness is a great way to set yourself up for success. You may rely on your business acumen and strong ties to help you succeed as a leader later on.

Don’t Take Selling Personal

Photo by Ryan Snaadt on Unsplash

Selling may be one of the most lucrative and exciting careers in the world when you’re closing sales and hitting your sales targets. However, if sales are down and prospects aren’t returning your calls, you may begin to doubt yourself and take it personally. So, let’s look at what it takes to stay motivated in order to bring in additional clients.

In order to get more clients and expand your business, follow these three steps.

1. Identifying and cultivating new customers.

2. Investing more time and effort into existing customers to increase referrals and business.

3. Making contact with higher-level decision-makers in order to gain larger deals. 

As a sales professional, we recognize the significance of reaching these goals. Why, then, do so many sales professionals struggle to get over the first hurdle? It appears that, as much as we want to succeed in sales, we also want to avoid rejection while calling on prospects and customers.

Let’s take a look at how rejection affects sales performance. Fear of rejection and failure might make you lose your excitement, confidence, and initiative. When you are rejected, it can be damaging to your ego. You may get disillusioned, upset, and defensive if you take the negativity personally.

We may take rejection personally for three reasons. Each of them is linked to one of the three goals. They are as follows:

Frequency: Studies have shown that reaching decision makers takes at least five attempts or more. You may be irritated, disheartened, and uncertain of yourself if you’ve been calling prospects all week and they haven’t responded. It’s difficult not to take it personally and believe you’ve done something wrong.

Emotional Involvement: You’ve had a long-term business relationship with a client. You put a lot of effort into building the relationship. You want to ask for referral business from them, but you’re terrified of putting them on the spot or getting a negative response. You’re worried that this may harm the connection you’ve fought so hard to build.

Perceived Importance: You may choose to call on prospects with whom you are most familiar. You may be hesitant to contact decision makers higher up the ladder in a company because you believe you lack the experience and confidence to engage with a seasoned senior executive. If you believe you have nothing in common with a company’s CEO, you are unlikely to contact him or her.

If we believe that in order to feel good about our work, we must be accepted by others, we will be vulnerable to failure and rejection. Because self-esteem is built on ones own sense of self-worth, successful sales professionals see failure as a chance to learn and improve. They feel that failure may teach them more than success, and that every mistake is an opportunity to learn and grow. This is why successful sales professionals are generally in a positive mind-set, whether they achieve or fail, whether they are liked or rejected.

So, what’s the secret to coping with rejection in a constructive way? It can be summed up in five terms… “Don’t take anything too seriously.” Shit happens Things take place. People get overworked. Customers are possibly having a rough day. The economy rises and falls. You have a decision to make. You may either take it personally and use it as an excuse for failure, or you can concentrate on the four things you have control over: your beliefs, attitude, emotions, and performance. Take care of those four things, and the rest will fall into place.

Change your thoughts to “My customer is extremely satisfied with my service and is eager to suggest me to others with similar challenges!” the next time you have a limiting thought like “I can’t ask for referrals because I don’t want my client to think I’m too pushy!” Shifting your thoughts is the first step toward changing your beliefs, but it’s not the end of the process. Begin by stating it out loud to yourself and then sharing it with others. It will become more real for you if you do so.

ASSIGNMENT:

Choose one of the three objectives in which you’d want to make a breakthrough:

1. Identifying and cultivating new clients.

2. Investing extra time in customers in order to earn referrals or new business.

3. Obtaining larger orders or contacting higher-level decision makers.

  • Cut a 3″ x 5″ index card in half. On one side of the card, put down all of your negative thoughts regarding achieving that goal. Don’t be afraid to speak your mind.
  • Reverse the negative thinking and write good thoughts on the other side of each index card. This is the first step toward changing a negative belief.
  • Begin by speaking the new affirmation aloud to yourself and sharing it with others to practice changing that thought.

Make a list of action items to take, and take one step toward achieving the goal today!

Sell for Change!

Photo by Ross Findon on Unsplash

Selling is all about getting buy-in for people and businesses to change, and change is always inherently risky. When given an option, most individuals will invariably opt for the status quo. People, and especially businesses, are creatures of habit, and changing their habits necessitates breaking old ones and forming new ones. Selling is challenging because it requires you to battle against human nature by influencing others to change (and you thought it would be simple!).

When you think about it, a lot of the opposition you’ll face in sales (objections, delays) is a result of risk. Most people will resist change if they consider the danger of changing is greater than the risk of staying the same. It’s tough to build the momentum needed to encourage people to change because of the old concept that “it’s better to live with the devil you know than the devil you don’t know.” It is a formidable force with which we shall all have to contend.

So, how can we reduce risk, or at least reduce the impression of threat, so that more customers are willing to take the risks necessary to experience the positive future result?

 Two essential tactics spring to mind:

1. Identifying and thoroughly understanding your prospects’ problems will encourage them to believe that you are less likely to sell them a solution that will not work because of your understanding. Asking questions that allow you to fully comprehend their circumstances will help to reduce their fear of risk.

2. Assisting them in seeing that the current “discomfort” (consequences, circumstances of remaining the same) will be mitigated by their willingness to go through the “discomfort” of change. Helping them in overcoming the apparent risk once more.

The first technique requires our ability to ask excellent “information seeking” questions.

Questions such as:

  • Could you tell me more about the issues you’re having?
  • How long have you been having these issues?
  • What steps have you taken to address them?
  • How did that work out for you?
  • What influence or repercussions do they have on you and your firm, specifically?
  • Are the issues costing you or your firm money?
  • What will happen if you don’t take care of them?

As you gain knowledge, you develop the notion that using the insight you’ve obtained, you’ll be more likely to make a solid recommendation…thus minimizing risk (you may also find this is a good strategy that helps to differentiate you from your competition).

The second method necessitates the use of “consequence” questions.

Questions such as:

  • What happens if nothing is done about it?
  • Do you think you’ll be able to live with this?
  • How would you feel if you weren’t able to tackle the problems?
  • Is there anyone else who is impacted by these issues?
  • Is it possible that you don’t need to be concerned?

These questions assist the prospect in realizing that failing to solve the problem may be a greater risk than the risk of change. They’re frequently the questions you’ll need to generate change momentum.

Your ability to ask both of these type of inquiries will aid you and your prospect in recognizing and limiting the risks associated with making a change. One of the secrets to being effective in sales is to reduce risk!

Coaching as a Catalyst

Is it satisfying to see an employee learn from you and then use that knowledge to build a successful career of his or her own, or does it feel unfair?

“It’s not difficult to make a buck.” Making an impact is far more difficult.” Tom Brokaw 

After all, wasn’t it your expertise, your sweat, and your time that helped them get to the point where they understood enough to create the new found success?

“You can’t take anyone else any further than you’ve gone.” Mauch, Gene

It simply doesn’t seem right, doesn’t it?

“It’s never crowded on the extra mile .” – Unknown Author

What if you hired a revolving door of staff on a semi-regular basis? Would that alter your viewpoint?

Have I lost you? Let me see if I clear this up. 

In my opinion, success in life may have less to do with how much money you make and more to do with what you do for others. It’s more about lifting someone up than it is about putting them down.

“We make a living by what we get, but we make a life by what we give.” – Winston Churchill

When you reach a high level in business, you have two options: you can either help someone from the bottom rise to the top and encourage them to do so, or you may strive to make those below you subject to your demands. Always be sure that the person you choose to assist you is interested in climbing.

“There is no use whatever trying to help people who do not help themselves. You cannot push anyone up a ladder unless he is willing to climb himself.” – Andrew Carnegie

Surround yourself with team members who are eager to walk with you up the ladder of success and empower them as they want to strive for their best – or discover their own ladder. When you engage in their success you both win.

When everyone wants to be served but no one wants to serve, society and business’s collapse, or, as one children’s program put it, “when everyone hides and no one seeks, it’s no longer the fun game you thought it was.” When business people realize they have a platform to help the next generation by serving as mentors, their attitude and purpose may take on a whole new meaning.

“Everybody can be great. Because anybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve…. You don’t have to know the second theory of thermodynamics in physics to serve. You only need a heart full of grace. A soul generated by love.” –Martin Luther King, Jr.

How are you using your position to improve the future? What success stories do you have of team members who have gone on to outperform their mentor? How do you feel about that? Were you the one that outperformed your mentor? Have you expressed your gratitude to them?

Be a Catalyst.