Over a 10 year period from 1991 to 2001 my firm made over 400 presentations to groups of CEOs at emerging and entrepreneurial companies. The presentations were largely the same. All focused on how to select people to grow the company.
One big idea was to map the types of people the company was hiring to its business strategy. The other point, while not as grand, was more important: If hiring top talent is important to your company's growth make this the primary measure of how you reward and promote your hiring managers. Although 90% of the CEOs believed in the concept, few did anything to make this part of their company's culture.
Remember your kindergarten report card, when you were evaluated on things like your ability to follow directions, name the colors, and sing the alphabet? It also included an early assessment of a skill that would influence your success for the rest of your life: the ability to "play well with others." The criteria were pretty basic at the time: share, wait your turn, don't hit or yell, help when someone is struggling. As you grow up, many of the same basic principles apply, but situations can be much more complicated for adults to play well together and still achieve desired results.
Context and personal needs often create internal conflict when trying to weigh the needs of the few against the good of the whole. And as a leader, sometimes you have to make a conscious choice to make others unhappy. Still, with a little finesse, you can meet objectives and still all play in a happy sandbox. You may not satisfy everyone all of the time, but then working together to resolve conflicts, rather than just being pleasant all of the time, can make a team stronger.
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.
An employee’s success, the lens they see through, the decisions they make and how they navigate their careers are all heavily influenced by the types of leaders they are able to observe and learn from. This is why you will find that many of today’s best leaders were mentored by great leaders themselves (see examples of successful technology leaders and their mentors). Success as a leader is a by-product of the leaders and mentors we associate with throughout our careers.
Companies spend a lot of time and money trying to motivate their employees.
But when was the last time a mug with your company’s logo or a coffee shop gift card made you truly excited? Real motivation doesn’t come from external rewards--it comes from making some shifts in how you think about your situation, says San Diego, California-based personal empowerment expert Susan Fowler.
“Give a whale a fish and it’ll jump as high as you want. Give a pigeon a pellet and it’ll turn 360 degrees. That whole animal behavior theory is what the workplace is built on. We’ve got to get away from that because we’re not pigeons and we’re not whales,” she says.
The rate of change in business today is astronomic—and only increasing in speed. Moreover, the degrees of change that any single team or company experiences have a systemic impact upon the supporting and functional areas of that organization.
Teacher Andrew Jones explains the difference between coaching and mentoring, and how they suit different professional development needs
Coaching, on the other hand, consists of peer-to-peer discussions that provide the person being coached with objective feedback on their strengths and weaknesses in areas chosen by them. While discussion is led by the coach, they ask questions that allow the professional seeking advice to reflect on their practice and set their own goals for improvement. This is the opposite of mentoring as the coach does not evaluate, judge or set targets, and the person being coached is in full control of the discussion.
Unlike mentoring, coaching also gives the recipient more say on the direction of their professional development and encourages them to take more ownership of their CPD.
Think of the last time you really felt personally aligned with your job or the mission of your organization. Or maybe try picturing the last time you felt both fulfilled and challenged by the projects and tasks you were charged with completing. When was the last time, if ever, you had a clear direction for career development with defined goals? Did you ever have a job where your boss met with you more than once per year to review your performance?
Well, in my experience, the profile of the top performing salespeople is changing. And fast! As I built the HubSpot sales team over the last 6 years, I probably hired close to 200 salespeople. It amazes me, even in that short period, how the profile of the industry’s top performers has shifted. Here are four habits that today’s top performers exhibit that yesterday’s top performers did not.
#1: They are Data Jocks
Historically sales managers have taken extraordinary strides to measure the performance of their salespeople… and salespeople have avoided these tactics like the plague. “What I do cannot be measured. It is an art form.”Today’s top sales performers love the data. To them, data represents the blue print to excellence. They want to know:
Too often these issues go unaddressed. “Most performance problems aren’t dealt with directly,” says Weintraub. “More often, instead of taking action, the manager will transfer the person somewhere else or let him stay put without doing anything.” This is the wrong approach. Never allow underperformance to fester on your team. It’s rare that these situations resolve themselves. It’ll just get worse. You’ll become more and more irritated and that’s going to show and make the person uncomfortable,” says Manzoni. If you have an issue, take steps toward solving it as soon as possible.