zaterdag 28 april 2012
Sales & Marketing: Please, please, don’t create development plans.
Sales & Marketing: Please, please, don’t create development plans.: Formal development plans are, like annual performance reviews, largely a corporate construct. You should know what each of your employe...
vrijdag 6 april 2012
Please, please, don’t create development plans.
Formal development plans are, like annual performance reviews, largely a corporate construct.
You should know what each of your employees hopes to achieve: Skills and experience they want to gain, career paths they hope to take, etc.
So talk about it--informally. Then assign projects that fit. Provide training that fits. Create opportunities that fit.
Then give feedback on the spot. "Develop" is a verb. To develop requires action.
"Development" is a noun that sits in a file cabinet.
Annual performance reviews are a waste of time.
Years ago my review was late so I mentioned it to my boss. He said, "I'll get to it... but you should know you won't hear anything new. You've already heard everything I will say, good or bad. If anything on your review comes as a surprise to you I haven't done my job."
He was right. The best feedback isn't scheduled. The best feedback happens on the spot when it makes the most impact, either as praise and encouragement or as training and suggestions for improvement.
Waiting for a scheduled review is the lazy way out.
Your job is to coach and mentor and develop--every day.
Source: Inc.
maandag 19 maart 2012
Eight essential selling skills
1. Researching Prospects
Chances are your prospect knows plenty about you, your firm and your competition. In order to add real value, you'll need to know even more about the prospect, the prospect's business and the prospect's own customers.
2. Planning Meetings
Every contact with a prospect or customer should end in some kind of commitment from the customer—an agreement to do something that will move the process forward. This is only possible if you plan carefully to make it happen.
3. Creating Rapport
The first decision that every buyer makes is: "Do I want to do business with this person?" To create that all-important instant connection, you've got be curious, personable and really care about the people you're trying to help.
4. Asking Questions
If you can't satisfy a customer's real needs, you can't make a sale. And if you don't ask the right questions–or if you ask them the wrong way–you'll never know what the customers really need, and therefore will never be able to help.
5. Listening Actively
This is even more important than asking the right questions. When customers are talking, it's not enough to keep your mouth closed. You've also got to keep your mind open to discover ways to truly be of service.
6. Presenting Solutions
This means creating and describing a specific solution to previously agreed-upon needs. Note: It is the exact opposite of a sales pitch, which is a one-size-fits-all way to say "all I care about is making a sale."
7. Asking for Commitment
All of the above is completely pointless if the activity doesn't eventually result in some sales. If you don't ask for the business at some point, it's not going to happen. So learn how to ask.
8. Building Relationships
Your short-term goal is to walk "arm in arm" with the customer as they arrive at the best possible solution. Your long-term goal is to become part of that customer's essential business network ... and vice versa.
woensdag 7 maart 2012
How to unmotivate
Recall your worst day at work, when events of the day left you frustrated, unmotivated by the job, and brimming with disdain for your boss and your organization. That day is probably unforgettable. But do you know exactly how your boss was able to make it so horrible for you? This article will provide you insight into the precise levers you can use to re-create that sort of memorable experience for your own underlings.
The key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work.
People want to make a valuable contribution, and feel great when they make progress toward doing so. Knowing this progress principle is the first step to knowing how to destroy an employee’s work life. Many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement. In fact, on one-third of the time, employees are either unhappy at work, demotivated by the work, or both.
Step 1: Never allow pride of accomplishment.
When analyzing the events occurring on people’s very worst days at the office, one thing stands out: setbacks. Setbacks are any instances where employees feel stalled in their most important work or unable to make any meaningful contribution. So, at every turn, stymie employees’ desire to make a difference. An example is a head of product development, who routinely moves people on and off projects like chess pieces in a game for which only he has the rules.
The next step follows organically from the first.
Step 2: Miss no opportunity to block progress on employees’ projects.
Every day, you’ll see dozens of ways to inhibit substantial forward movement on your subordinates’ most important efforts. Goal-setting is a great place to start. Give conflicting goals, change them as frequently as possible, and allow people no autonomy in meeting them. If you get this formula just right, the destructive effects on motivation and performance can be truly dramatic.
Step 3: Give yourself some credit.
You’re probably already doing many of these things, and don’t even realize it. That’s okay. In fact, unawareness is one of the trademarks of managers who are most effective at destroying employees’ work lives. They generally think their employees are doing just fine – or that “bad morale” is due to the employees’ unfortunate personalities or poor work ethics. Rarely will they give themselves credit for how much their own words and actions make it impossible for people to get a sense of accomplishment. You may be better at this than you think!
Step 4: Kill the messengers.
Finally, if you do get wind of problems in the trenches, deny, deny, deny. And if possible, strike back. Here’s a great example. In an open Q&A with one company’s chief operating officer, an employee asked about the morale problem and got this answer: “There is no morale problem in this company. And, for anybody who thinks there is, we have a nice big bus waiting outside to take you wherever you want to look for work.”
A good quote to keep in your back pocket.
Source: Washington Post
The key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work.
People want to make a valuable contribution, and feel great when they make progress toward doing so. Knowing this progress principle is the first step to knowing how to destroy an employee’s work life. Many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement. In fact, on one-third of the time, employees are either unhappy at work, demotivated by the work, or both.
Step 1: Never allow pride of accomplishment.
When analyzing the events occurring on people’s very worst days at the office, one thing stands out: setbacks. Setbacks are any instances where employees feel stalled in their most important work or unable to make any meaningful contribution. So, at every turn, stymie employees’ desire to make a difference. An example is a head of product development, who routinely moves people on and off projects like chess pieces in a game for which only he has the rules.
The next step follows organically from the first.
Step 2: Miss no opportunity to block progress on employees’ projects.
Every day, you’ll see dozens of ways to inhibit substantial forward movement on your subordinates’ most important efforts. Goal-setting is a great place to start. Give conflicting goals, change them as frequently as possible, and allow people no autonomy in meeting them. If you get this formula just right, the destructive effects on motivation and performance can be truly dramatic.
Step 3: Give yourself some credit.
You’re probably already doing many of these things, and don’t even realize it. That’s okay. In fact, unawareness is one of the trademarks of managers who are most effective at destroying employees’ work lives. They generally think their employees are doing just fine – or that “bad morale” is due to the employees’ unfortunate personalities or poor work ethics. Rarely will they give themselves credit for how much their own words and actions make it impossible for people to get a sense of accomplishment. You may be better at this than you think!
Step 4: Kill the messengers.
Finally, if you do get wind of problems in the trenches, deny, deny, deny. And if possible, strike back. Here’s a great example. In an open Q&A with one company’s chief operating officer, an employee asked about the morale problem and got this answer: “There is no morale problem in this company. And, for anybody who thinks there is, we have a nice big bus waiting outside to take you wherever you want to look for work.”
A good quote to keep in your back pocket.
Source: Washington Post
donderdag 1 maart 2012
vrijdag 24 februari 2012
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