If your goal is to hire and retain top performers, who can sustain a high level of output, then you must be prepared to meet them where they are. You must be ready, willing and able to build a learning organization capable of helping top performers maintain their personal and professional growth trajectory. If you don’t, your organization will become mediocre and top performers will see you as a source of far more risk than return. Listen to learn how to position coaching as a pillar of your learning organization and a more predictable path to success.
The decisions we make plus the actions we take equal the outcomes we create. Execution, the combination of our decisions and actions, has as much to do with what happens between our ears as the experience, skills and talent we bring to a task. Join us as we discuss the importance of cultivating the proper awareness of a situation, i.e. collecting the right data and/or evidence, and the importance of exploring the assumptions, biases and judgements that can limit our effectiveness and potential.
As we learned in the last episode, goals can hold you back if they don’t allow you to reach beyond what you think is possible for yourself and your role. In this episode we continue the conversation by exploring the three stages of development of one’s Role Identity. Essential for leaders who want to model a way of thinking and behaving that has the power to truly help valued team members reach and redefine higher levels of performance.
Looking for an alternative to the traditional ways of thinking about goal setting and time management? How about a new acronym, one that replaces traditional and outdated (some would say) SMART goals? In this episode we redefine and elevate goal setting to a powerful tool for aligning team members and managing their time. We redefine goals as ‘opportunities that create leverage across your team’ and discuss their fit between the ‘vision that earns your commitment’ and the ‘purpose that gives you momentum’.
By definition, whether you are prospecting a list of warm or cold contacts, you will be interrupting your buyer. To ensure high connect and response rates, you will need to meet the buyer where they are by opening with a priority that is likely to be top of mind for them.
If you only had 30 seconds to introduce your business to someone, what would you say? Well, what’s your goal? Our goal is to qualify that buyer while earning their attention and interest in sitting down with us to solve a problem we are uniquely capable of solving. In this episode we introduce the idea of using your introduction to tell a memorable story that can be remembered, repeated and used over and over to fill your pipeline and your calendar with great meetings.
Do you sell to serve others or yourself? As we have discussed, servant leaders understand the rewards of serving others first far outperform the rewards of serving ourselves first. How well you can expect to perform as a servant leader is directly related to how well you know and understand your Always Buyers, especially the role or roles they play in their buying cycle. In this episode we define those roles and go deep into what it really means to know your buyer.
People love to buy as much as they hate being sold. When the energy driving a buying cycle comes from the buyer, they tend to enjoy the experience. When too much of the energy comes from you, the buyer is more likely to resist. Understanding your buyer’s triggers and hooks will allow you and your marketing team to tap into the energy reserves that already exist within your buyers, and vastly improve the success of demand gen, lead gen and prospecting efforts.
Many founders and owner-operators are still essential members of their sales and customer facing teams. This may allow them to maintain a certain level of performance. But, until they replace themselves with leaders, people and systems who can carry the baton for them, their business will almost always underperform. There is a proven path.
Top performing salespeople understand that they have the customers they attract, the customers they allow to enter their pipelines, the customers they are willing to invest time in, the customers that ultimately make or break their ability to overachieve goals. Sales leaders must know how to prepare team members to not tolerate mediocre or dysfunctional customer relationships, so they can deliver on their commitments and elevate their teams.