“She doesn’t seem like he wants to help me out,” a respondent said about his manager in SalesFuel’s 2017 Voice of the Sales Rep study. “He is not around when I need him or he fails to see the importance of an issue I need his help to resolve.” These are direct quotes from two of the 725 salespeople SalesFuel polled in January 2017. And it’s what sales representatives are thinking, but aren’t telling their managers.
In many organizations, training for middle managers is nonexistent. Ignoring skill development for these employees comes at a huge cost, warns Dana Theus, president and CEO of InPower Coaching.
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Collaboration. The practice is celebrated. The practice is credited with the development of exciting new products. And, collaboration is criticized for chewing up the time of key contributors.
As we near the end of 2017, is your organization thinking about enhancing its learning and development programs to better prepare new managers for their roles? If your company is like most, the commitment to talent development is huge.
Leaders know they are ultimately responsible for decisions made by people in their organizations. But no leader should be involved in every decision that must be made.
Do your team members feel like they’re drowning under the weight of the workload that keeps getting tossed their way? In high-stress situations, your people can start to burn out.
Have you detected trouble on your team lately? Are people arguing instead of focusing on work? The root of the problem may be that your people are operating in an information vacuum.
Are too many of your employees locked into the mindset that equates promotion with career advancement? If you don’t manage these expectations properly, you’ll disappoint your employees and create organizational dysfunction.
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.
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?