Teamwork. What could be more rewarding to your employees than being assigned to work on a big project that includes multiple workers from different departments? Unfortunately, not everybody comes to a project with the intent and energy that you, as a manager, envisions.
A sales director contacted me to talk about an issue he’d noticed with his sales managers. “I was sorting my emails one morning and I saw that all the ones about problems with our accounts were originating from the sales managers, not the reps.”
Individuals who have come up with truly creative and life-changing ideas mean the difference between success and failure for your organization. How can you ensure that you’re providing the kind of culture that allows creative employees to thrive?
As Harvey Weinstein learned in the past couple of weeks, establishing a culture of fear in an organization will eventually result in a huge loss: your own. If your employees are afraid to speak up, if they worry about losing their jobs because they dare to share their honest opinions, they will run for the exit.
The last thing you want is for everyone on your team to automatically agree with every idea you propose. Could they be holding back on what they really think because they fear disagreeing with you? If that’s the case, you may need to work on your leadership style.
As our economy approaches full employment, businesses are concerned about how to retain their talent. One category of employees may deserve special attention: veterans. A recent article in the Harvard Business Review explores the challenges faced by the 360,000 service members who exit the military every year.
The trouble with most old-school companies is that knowledge is shared on a need-to-know basis only. That strategy might necessary if you’re working on a defense contract that requires team members to undergo security clearances and wear badges denoting their top-secret status. For the rest of us, sharing knowledge should be part of the culture established by managers.
In addition to working at a company with a great culture, and having meaningful assignments, your employees also expect training and development to improve their skills. How can you make this happen while also meeting your ROI targets?
Whenever I have a chance, I like to talk to participants in my sales management workshop several months afterwards to find out what has stuck with them. One recent conversation with a sales manager touched on a theme that gets mentioned a lot: how to find the line between coaching a rep so they improve (a long-term fix) vs. telling them what to do (a short-term fix).
With the economy nearing full employment, workers are feeling bolder about putting their resume on the street to see if they can find a better job. What exactly constitutes a better job and what can you, as a leader or hiring manager, do to retain existing talent and recruit new talent?
How are you doing at developing talent and engaging your employees? If you’re like most managers, you might be looking at the world through rose-colored glasses.
Hiring managers are more aware of cultural fit these days. They know that hiring an individual who’s clearly not going to fit into the existing company culture could be a bad move. Is this attitude always good for an organization?