Over time, as an organization grows, the culture should grow, too. When it doesn’t, you’ll run into trouble.
In a newly released study, McKinsey analysts say the best CEOs share a few characteristics. It all comes down to how far you’re willing to go to improve the company’s bottom line.
The way you work with your team members, coaching versus managing, will mean the difference between success and failure in the long term. To learn about the differences between coaching and managing, check out the work published by Jack Zenger and Joseph Folkman.
With the economy now on firm footing, employees who don’t like their current company cultures are seeking new opportunities. It’s not always easy to fix your culture, but Matthew Gonnering, the CEO of Widen, has a few ideas.
There’s a fine line between confidence and arrogance. As a leader, it’s especially important to find that line. If you don’t, and your employees perceive you as being too full of yourself, your company’s bottom line will take a hit.
Your product or service might be so technical that your sales reps need extra training in order to successfully sell. They shouldn’t encounter the same situation with respect to the compensation plan you are offering.
“There is an epidemic,” Tony Nuckolls told the crowd at the Schey Sales Symposium. “The ‘good enough’ epidemic is our current problem.”
The relentless pressure to perform under constantly changing market conditions can take its toll, unless you employ specific strategies to keep your team members and your company on track.
Do you want to keep your company from having a Wells Fargo moment? You know that moment – the one where you are sitting in front of Congress defending your policies that pushed sales reps to achieve supremely high targets at the cost of ethical behavior?