All Entries Tagged With: "manager"
Manager Catch 22s
It humors me to think about how many “no win” situations mangers can get sucked into. We’ve all been there. For example… Employees often complain about how their manager didn’t train them on “something.” Yet when the manger schedules a formal training, those same employees complain about losing valuable selling time.
Another example revolves around the idea of micromanagement. The employee who at first complains about needing space, will later turn around and accuse the manager of “spending time with everyone else but me.”
33 Outrageous Things Managers Say About Employees!
I received this list in my email the other day and busted out laughing with each comment I read. I guess it’s funny as long as my manager isn’t saying these things about me. I knew immediately that I had to share it with all of my readers!
Surely these comments didn’t really come from actual performance reviews… at least you would hope not. What outrageous comments have you heard managers say about employees?
17 Things You Have to Know!
1. Know the Vision – Sometimes managers get caught up in talking about the numbers over and over and over again. Although it is mostly about the numbers, it is also important to know what those numbers represent. Share the vision and the numbers will grow!
2. Know the Goals and Expectations -Print a copy of your goals for each month, quarter, and year and post them prominently in a spot where you see them every day.
Choose Your Words on Purpose
Choose your words wisely. They carry a big impact. I’ve always coached people to refrain from saying things that plant negative seeds. Every word you say should be for a reason. Speak positive words that build your will and the will of others. Know that what you continually say will happen.
Your success hinges on your ability to choose your words on purpose!
Meeting Hijacker
Is it just me, or do non-performers often seem to be the most vocal during staff meetings? Depending on whether you are a peer or a manager, the answer to the following question is likely to be different…
Frustrations of the Overachiever Turned Manager
Top producers often get promoted into management. The strong desire to achieve drives them to move up within organizations. When an overachiever moves into management, the opportunity often turns into great mental conflict. It doesn’t hit them immediately. For the “Top Performer Turned Manger,” real challenge begins in the second and third month on the job.
Rebuilding Your Team With “The Core Four”
Last week I posted a question from a loyal reader titled How to Bring Your Team Back to Life. Be sure to click on the link to catch-up on the story and to read the fantastic comments from our readers. As promised, here is my take on rebuilding a winning culture. There are four areas of focus for getting a team back to its winning ways!
How to Bring Your Team Back to Life
Last week I received an email from a loyal reader asking me for advice on how to bring his team back to life. With his permission, I am posting the email and open the comments section to our readers.
“As a loyal reader of your SalesBlogCast.com and member of your LinkedIn Group, I have a giant favor that may be good fodder for your next entry. I am about to throw myself under the bus and possibly some of my managers, so keeping my identity confidential is of the highest priority. Here is the issue…”
Five Questions to Evaluate Employee Engagement
When I think of employee engagement, I think about organizational commitment, empowerment, communication, and results! I think about employees who strive to “be the brand!”
Aside from those rare individuals who are highly-driven, self-starters, most employee engagement levels will depend on the manager and the company’s involvement in creating an employee development culture.
Top Performer Turned Manager
Top performers often get the top jobs, especially in the world of sales! Most top performers think they are ready to manage and lead… the truth is… they’re not. Front line managers play a major role in the success of a company. Directors and executives must have the foresight to plan ahead and develop these future managers. As leaders begin to emerge, the truly great ones understand that leadership is more about influence than it is about authority. You can’t demand respect, you have to earn it.
