As part of on-going performance management, the individual 1-1 coaching session is a staple element – so why do so many managers in the recruitment industry not rate them?
The art of leadership entails a great deal of knowledge, know-how, interpersonal skills, along with a myriad of work and non-work related activities, ranging from employee productivity, to brand recognition and trust, all the way to meeting the deadlines and leading the business to success.
As you can probably tell, being a leader is no easy task. While true leaders are born with a natural talent for the job, it doesn’t mean that leadership skills cannot be practiced, learned and improved upon.
Let’s take a look at some of the best actions you could implement in order to bolster productivity and become a better leader all-around.
One of the first rules that I learnt in sales was ‘don’t knock the competition’. It makes you look petty and gives the impression that your product (whatever that is) isn’t good enough to stand on its own two feet and beat the competition in a direct comparison.
So why is it that recently there has been so much emphasis on making statements about how bad your competition is in servicing its clients?
At the moment, we are living through a major shift in the way we define the workplace and behave in the work ecosystem. New technological advances and the various changes that they have brought in the way people see their careers have created a new kind of workplace.
One very noticeable aspect of this new workplace is that more and more companies operate almost exclusively remotely, with employees putting in their work from cities, counties and even continents away.
I’m sure we’ve all experienced it – either personally, or we know someone that has attempted it and hopefully even succeeded; that superstar consultant, who just got it from their first month and was very successful. They grow with their company over a few years and then hit the point where their entrepreneurial spirit takes over and they make the leap to “I’m going to set up and do this on my own”.
Here’s a question that I have been asked many times over the years, “How can I get motivated when my team aren’t?”
Whether it is due to team members changing, a new manager, or just a change in personal circumstances, many salespeople, at some point in their career, end up working in a team where others are not as motivated as they are. If you cannot deal with this, it can drag you down too.
Striking a compensation structure is usually the last thing on any founder’s mind. But just like the exercise regime that you keep putting off, it will only slowly manifest into an enormous problem in the future.
And I am not talking about anything complicated. This isn’t going to be a 10-levels, multi grids table with complex formulas that will take a rocket scientist to understand.
It is a simple framework to provide the right foundation that will compliment your scaling journey.
When it comes to the employee recognition rewards, most companies tend to reward the five years of loyal service. According to a recent report by the Bureau of Labor Statistics, the median tenure of workers aged 55 to 64 is somewhere around 10.1 years and when it comes to workers aged 25 to 34, the number drops significantly, to around 2.8. This means that a vast majority of the today’s young workers (in particularly millennials) is unrecognised for their contributions.
The more amenable you are and the more you help others, the more they will like you. And the more they like you, the more they will buy from you. And being agreeable and saying, “Yes” is just polite and nice. Right?
Some managers need to be constantly pushing and driving their team to ensure sales activity is completed and targets met. Other managers inspire, positively lead by example and assertively empower their teams so they drive themselves when the manager is absent.
Do any of these styles ring a bell?