How do you know if you are developing leaders? If you are working your tail off, and others are standing around, you are not doing a great job developing leaders. If your leaders are developing leaders, you know you are succeeding at leadership development. As a leader of a growing organization your main job is to develop leaders that will take over what you are doing now so you can focus on what is next.
Change will happen whether you embrace or resist it. A taxi driver may talk about Uber as an evil force, and the sales person can resist online ordering for fear of her job. Resisting market forces will not stop them. Rather than resisting market forces, one may need to update her skills from an order taker to someone who creates a connection with a customer. The neighborhood baker had to change his offering when supermarkets started selling baked goods. Change in the marketplace creates the opportunity to differentiate by offering an experience through a human connection.
A high performance culture has a focus on and regularly achieves intended results. Building a high performance culture starts with building great leadership team. Assuming that that employees understand what is important, and know what it takes to do their job successfully, is the second mistake of average leaders. If bad behaviors exists, it is because the leader allows those behaviors to exist.
In my experience, reference checking is one of the best ways to determine a good fit for a potential employee or vendor. Unfortunately, when I have been asked to provide references as a potential employee or vendor, few have followed up to talk with the reference. Of the references who were interviewed, the conversations tended to be short. In some cases, the reference checker might have already made their decision and is just going through the motions. In other cases, the reference checker might be inexperienced at asking great questions.
In February I received this email below from my friend John Gilroy. I forwarded it to my team as an example of great email follow up. Whether you are in sales, are applying for a job, or just want to keep up your business network John offers a great template for email follow up.
This article is for project managers, people managers, free-lancers, software developers, consultants or anybody else that sells but does not have sales listed on their business cards. The selling or people management part of your job is least likely to be automated or outsourced to lower cost labor. With this in mind, below are my 6 tips for non-sales professionals.
The 7 levels of why is a technique that I originally believed I developed based on my own experimentation. In my experience, three levels of questions rarely get to the real cause of an issue. While I thought I learned this technique of questioning based on experience, I am an avid reader, and I am confident I originally learned this concept from a book or possibly several.
Asking questions builds more credibility than presenting facts or making statements. How would you feel if your doctor started the conversation with your nose is red you look like you have an headache. I am going to give you this shot A gooddoctor will start the conversation with diagnostic questions such as what brought you into the office or on a scale of 1-10 can you rate your pain? In the same way a great consultant or sales person builds credibility and later a relationship by asking great questions