Dave Brock joins Art Petty on the Leadership Caffeine podcast to talk about the state of sales management and selling in this turbulent, technology-driven world.
A one-of-a-kind professional development experience for managers seeking to strengthen personal and group performance starting in January 2020. Join leadership expert, Art Petty, for The Experienced Manager program where we blend live-online plus coaching plus e-learning to support your personal-professional development and growth.
This is the single best discussion I've ever had on pursuing high-performance as an individual! I can't say enough good about my interview with Marc Effron and the science-backed content in his new book, 8 Steps to High Performance: Focus on What You Can Change (Ignore the Rest).
When was the last time you read a book or attended a training session on Situation Awareness (SA)? Unless you work around the military, aviation, or in crisis management situations, chances are the answer is never. That's a mistake. Increasingly, I see what I interpret as the skills to assess, understand, project, and act based on that analysis as a critical set of behaviors for leaders at all levels.
Unless you're in a start-up or small business, it's impossible to have everyone in the firm physically "in-the-room" for strategy sessions. However, using a strategy-as-a-continuous-process approach, it is possible and desirable to involve everyone in the work of strategy from ideation to execution. But first, you've got to re-plumb the trickle-down strategy process approach to something significantly more inclusive.
The best partnerships in my experience involve deep integration of business processes, including development, sales and marketing, and customer service, all aligned around a clear audience and strategy. Inherent in this process is the need for you to invest time and money, for people, product, promotion, and programs.
While there may be a variety of x-factors that contribute to the most successful teams (observation isn't causation), how they communicate and ultimately collaborate is at least part of the equation for success.
There’s a loud ring of truth to the old saw: “Culture eats strategy for lunch.” However, sometimes, the culture needs to evolve, or everyone is at risk of ending up hungry at lunchtime.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
The gravitational pull of the status quo is powerful in every organization. It takes rebels and rebellion to change. While breaking the rules always comes with risk, learning to guide others through constructive rule-breaking in pursuit of needed changes is a great way to grow your success.