Tag: Management

Book Review 📚 First, Break All the Rules: What the World’s Greatest Managers Do Differentlyby Marcus Buckingham, Curt Coffman

“Great managers don’t try to help everyone do everything. They pick a few priorities and help everyone see how these priorities relate to their own work.”

Marcus Buckingham

First, Break All the Rules by Marcus Buckingham and Curt Coffman is a refreshing and insightful read that offers valuable lessons for anyone in a sales management role. I have often recommended this book to other managers and have used for management book club(s). The book is based on a study conducted by the authors, in which they analyzed the best practices of successful managers and identified the key traits that set them apart from others.

One of the book’s standout themes is the importance of breaking traditional rules in order to achieve success. The authors argue that the most effective managers don’t conform to conventional wisdom, but instead create their own rules based on their unique circumstances and strengths. This idea is particularly relevant to the sales management, where the ability to think creatively and outside the box is essential for success.

The following are a few conventional wisdoms that the authors encourage managers to rethink:

  • “Treat everyone the same”: The book argues that effective managers do not treat everyone the same, but instead tailor their management style to the unique needs and strengths of each individual employee.
  • “Focus on fixing weaknesses”: The book suggests that the traditional approach of focusing on improving weaknesses is not the most effective way to achieve success. Instead, the authors argue that focusing on building and leveraging strengths is a more productive strategy.
  • “Follow the rules”: The book’s title itself challenges the conventional wisdom of blindly following rules and instead encourages readers to think creatively and break rules when necessary to achieve success. The authors argue that the best managers do not simply follow conventional wisdom, but instead create their own rules based on their unique circumstances and strengths.

Another important takeaway from the book is the emphasis on employee engagement. The authors emphasize the importance of understanding each employee’s unique talents and needs, and tailoring management styles accordingly. This approach can be applied to sales teams by recognizing each team member’s strengths and weaknesses, and leveraging those strengths to optimize team performance.

The writing style is engaging and accessible, making it an easy and enjoyable read. The authors use real-world examples to illustrate their points, and their insights are backed up by solid research. However, one potential criticism of the book is that it can be overly simplistic at times, and may not offer enough practical advice for managers and sales professionals looking to implement the ideas presented.

Personally, I have found First, Break All the Rules to be highly impactful in my sales management career. The book’s emphasis on employee engagement has helped me to better understand my team members and to tailor my management style to their individual needs. Additionally, the concept of breaking traditional rules has encouraged me to think creatively when approaching sales challenges, and has led to some of my most successful sales campaigns.

Overall, I highly recommend First, Break All the Rules to anyone in a management or sales role. While it may not offer all the answers, it provides valuable insights that can help you to think differently and achieve greater success in your career.

Reflection questions

  • How can I apply the concept of breaking traditional rules to my sales approach?
  • What are some specific ways I can tailor my management style to better engage and motivate my team members?
  • How can I identify and leverage the unique strengths of each member of my sales team?
  • How can I encourage creativity and outside-the-box thinking within my sales team?
  • In what ways can I measure employee engagement and adjust my approach accordingly?
  • How can I identify when I am relying too heavily on conventional wisdom and need to break the rules?
  • What are some specific examples of successful managers who have broken traditional rules to achieve success?
  • What are some potential drawbacks of breaking traditional rules, and how can I mitigate those risks?
  • How can I balance the need to break rules with the need for consistency and structure in my sales approach?
  • What are some key takeaways from the book that I can implement right away to improve my sales results?

Want to connect on Goodreads?

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.

5 Issues That Leaders Must Handle

Photo by Brooke Lark on Unsplash

One of the first things you learn as a leader is that the buck does stop with you. It’s your responsibility to steer the ship and to deal with the challenges that will inevitably crop up from time to time. That’s just part of the deal!

Some issues are almost inevitable for every leader, and it’s up to you to prepare for them. Here are five of the most common challenges you are likely to face.

1.   Learning the Difference between Being Respected and Being Liked

People may not always like leaders, but they should respect them. It’s your job to make decisions that benefit the organization, the team, or the project. Not everyone will be happy with that. But if you try to please everyone, you will inevitably fail in your job. Choose being respected over being liked.

2.   Office Culture

Sometimes office cultural issues can get out of hand. An office can become a hotbed of gossip and rivalry if not carefully managed, which can undermine everything you are trying to achieve.

Set a good example, and don’t gossip or encourage gossip. Make it clear that talking or criticizing colleagues behind their backs will not be tolerated.

Strive to create a positive atmosphere based on pleasant, open communication.

3.   Dealing with Failure

Failure of some kind is inevitable. There will be a deal that comes unstuck or a product that flops. Maybe your project overruns its timelines, or an external event might jeopardize the whole thing.

You need to help your team deal with failure, analyze what went wrong, and move on.

4.   Communication Issues

Human communications can be fraught with problems. People can reply to an email in the heat of the moment, not think things through before they snap back with a smart or angry comment. Or maybe someone is too anxious or scared to be honest about whether they can meet that deadline or not.

Be prepared to have to step in and smooth things over from time to time. Be clear in your communications about what you expect, what’s acceptable, and what’s not. And stay calm if things go off the rails.

5.   Staying Focused

When you’re the top guy, everyone wants a piece of you. Everyone wants their priority to be your priority. Part of becoming be a good leader is learning not to get distracted from your primary purpose.

It’s your responsibility to stay focused on the project, the team, and the organization. You need to deliver the outcomes that people expect of you. Keep your eye on the prize and your hand on the tiller!

Assessing Your Sales Culture & Strategy

As 2021 heads toward the finish line and preparations for 2022 begin, hopefully you’ve taken the time to clarify the roles of your sales team and sales management. It’s a valuable exercise. Once roles have been clarified now you get to assess sales team strategy and culture. Regardless of your methodology, for many organizations, half of your sales representatives currently perform below average. Fifty percent are performing below average! Think about that. For many managers it is an indisputable fact. So why even assess the team? Simply put, to sell more.

Successful selling organizations consist of three components; investment, activity and results. The first component is the investment in the sales team. The investment is measured in compensation, benefits, computers, cars, training, hiring, meetings, sales material, phones and other related expenses.

The second element is the activity of the investment. Face-to-face meetings, travel, preparation, telephone calls and administration comprise the second element. The third, and vital, component stands alone; results. How many sales were generated? Profits? Current market share?

The glue that binds the three distinct parts includes your people, culture and customers. Is there a career path for salespeople? What is your turnover rate? Who are the sales heroes? What is driving the team to achieve?

The best sales managers and sales teams recognize four productivity drivers.

  1. Sales research-information related to market trends, target markets, customers, trends, etc.
  2. Investment and organization-size, structure and deployment of sales team allows you to get the right people at the right place at the right time.
  3. People-selection, training, managing, motivating, evaluation and termination.
  4. Sales systems and processes-compensation, incentives, benefits, internal support, etc.

Tests and surveys remain the most effective way to assess salespeople. Companies rarely assess sales management instead relying on results to determine effectiveness.

A successful selling organization operates in a progressive culture. What’s a culture? That’s best answered by the following story that is illustrative in how many cultures are established.

Six apes were placed in a room with a ladder. A bunch of bananas hung from the center of the room. One ape started to climb the ladder for the fruit and the entire room was showered with cold water. This happened a few times until any ape that wandered near the ladder was beaten by other apes in fear of another cold shower. The researchers decided to stop the cold showers should any ape approach the ladder. A new ape replaced one of the original apes. The new guy, not yet accustomed to the rules, headed for the ladder and received a thorough beating as the original apes expected cold shower. He learned not to go near the ladder. Eventually every one of the original apes that received a cold shower was replaced. The beatings continued. The replacement apes were unaware why they were prohibiting others from going near the ladder. They just knew the ladder was off limits as that is how it has always been.

That’s a culture. Are there any new apes on your team following old practices without knowing why? When processes are challenged are you hearing “because that is how we’ve always done it”? Cultures evolve over time and their origins are rarely known. Does your sales team have a culture? I bet it does. Is it a good one? Sales cultures consist of three elements:

• Norms-how individuals actually behave.
• Values-how individuals should behave.
• Work styles-diligent, tardy, professional, thorough, detailed, casual?

Changing negative cultures represents a significant challenge but is mandatory…if you want to grow as a business. People are the agents of change and must be supported by management. Who are the heroes of your sales team? How long have they been the department hero and for what reason? Knowing these answers will help you assess your culture.

You must first formulate your vision of the sales team and evaluate all key contributing factors. Great companies communicate their vision clearly and frequently with all sales related personnel. Don’t leave anyone out that comes in contact with your sales team.

Next, you must put your vision in action by rewarding individuals for acting in concordance with your vision. This is a process not a destination but as it evolves your sales will increase and profits will soar.

This takes courage. You need to ask and answer tough questions. Dedication to a better selling team is required. Don’t give up until your vision is clarified, communicated and leads to rewarding the winners.

“Only the wisest and stupidest of men never change.”- Confucius

How to Improve Communication with Your Boss

Good communication allows many situations to run smoothly. However, there are certain relationships that deserve extra attention, such as the relationship you have with your boss. You and your boss have drastically different roles, and when each of you fulfills these roles with a hard working and understanding attitude, you’ll both feel fulfilled.

Get To Know Your Boss

As in all personal and professional relationships, it’s important to understand how others communicate. 

Everyone has their own set of likes and dislikes, and everyone has their own unique personality types and communication styles. Once you understand their preferences, you can adjust your style and methods of communication to best suit their needs.

It is important to take note of communication patterns. Does your boss email after hours? Does your boss email on weekends? Does he/she prefer face-to-face meetings? Does he/she prefer end-of-week summaries? The trouble with a lot of communication today is the perception that it has happened. By identifying patterns early in the relationship you can have an open conversation about what the expectations are around how and when to communicate.

Understand Your Relationship

It’s important to develop a good business relationship with your boss. Find out what he expects and what his/her goals for the business are, that way you can both be working toward the same goal.

The following tips can help you further improve your communication with your boss:

1. Avoid being too friendly. It’s important to be friendly, but only to a certain extent. You’re not true friends with your boss. While it may seem like a good idea at first, it can lead to some uncomfortable situations. Your boss might have trouble giving you negative feedback, or your co-workers may develop jealousy. Too often this is a lesson learned after the fact.

2. Schedule meetings with your boss. Managing up is just as important as managing down. Proactively scheduling regular meeting with your boss gives you an opportunity to manage up. Your boss may or may not be scheduling regular meetings with you. Regardless of this, take the initiative to schedule time with your boss if you feel the need. Your boss will know that you’re serious about developing your business relationship and that you really care about your job and the company.

3. Problem solving. Find out if you can help your manager with any problems that need attention. What are the burning imperatives? While you don’t want to step on any toes, your boss will surely appreciate you taking the initiative. Doing so will really give you the chance to stand out. 

4. Maintain patience. The title “Supervisor” is misleading in that there is no super vision powers innate to the role. The pandemic has brought many challenges and situations where there were no answers or easy solutions. Perhaps you would’ve done things differently than your boss or you strongly feel that one of his/her decisions won’t turn out right. Develop the wisdom to know if you should keep your mouth shut and go with the flow, or if you should politely speak up. 

5. Shift your perspective. You can improve your communication with your boss and feel less frustrated just by putting yourself in their shoes. Imagine what everything is like for them; they likely have more burdens and pressures on their shoulders than you realized. The hardest aspect of being a manager are the problems that are prevented hardly ever get recognized, it is the problems that could not have been prevented that get the attention.

Be Prepared

Even if you’re not quite sure what to say all the time, as long as you are prepared and honest in your communication, your boss will surely notice. So if you have to reflect and write down your thoughts ahead of time, so be it. That level of preparation will benefit you in the long run. As the saying goes, it is better to be silent and thought a fool than to speak up and remove all doubt. If you are a more deliberate speaker do not hesitate to take the appropriate time to come up with a well thought-out response to a particular situation.

With any relationship, good communication skills are a huge benefit. Strive to work on strengthening these skills every day and it will help your career to flourish. In the end, your positive attitude and willingness to understand others will help you forge stronger, more permanent bonds.

Sales Person vs. Sales Champion.

Coaching done wrong
Coaching done wrong

I feel extremely fortunate to have worked in sales for over 20 years now. 10 of which have been spent coaching and training sales people. In those years, I’ve noticed that both sales people and sales managers mistake the difference, and thus, the execution of sales training and sales coaching.

Sales people mistake their need for additional sales training, when in fact they need coaching. Sales managers mistakenly believe their sales people need new tricks and techniques, when they simply need help re-framing the narrative they’ve attached to an experience, which when left unattended, can turn into a limiting belief.

Do a quick Google search on books on sales coaching and you’ll get 59,000,000 results. There’s not a shortage of information on the topic. I’ve read many books on this topic and have found Keith Rosen’s work to be some of the best resources available. Below I’ve provided a quick one page of sales training vs. sales coaching.

More info on the topic don’t hesitate to check out Keith’s site here.