Q: Who are the people in your company who make the biggest difference between success and failure?
A: Your first-line supervisors!
Surprised? You shouldn’t be.
Far too often this level of your company is completely overlooked when it comes to driving and sustaining sales, and therefore, is an important concept for effective leaders to embrace.
Unfortunately it is one that rarely receives any dialog on the agenda of executive teams.
Why is this?
Perhaps because an organization’s first level of supervision is right under their noses so to speak.
Much like common everyday things we encounter in life – say a light switch for example – we know they are there, but we really don’t “see them.”
In addition, the “leadership press” doesn’t focus much on this level of the leadership tree – I guess it’s not sexy enough.
After all, there is more interest and money on topics and development workshops they can run that have the word “Strategic” in them, not the word “Supervisory”.
But, if you’re interested in creating a thriving and sustainable business, you better start paying attention to this first level of interaction that is directly responsible for the happiness of your customers and thus, your bottom line! ...Click to read more »
Well, do you?
Everyone has heard this term, yet few leaders have a solid understanding of what it means to have an innovative mindset, and to also identify which of your team members have it, too.
Here’s a case in point: We recently worked with a senior leader whose team was engaged with an outside group that does strategy consulting. He was advised by this group of consultants that he and his team needed to “think outside the box.”
When the executive called to arrange a coaching engagement with rd&partners, he admitted he was perplexed and did not fully understand what these strategy consultants meant in practical terms.
This is very common, as cute clichés are often tossed around without provision for real assistance on a practical and actionable level.
To assist this executive leader and his team, we needed to help him understand some fundamentals about innovation.
From our experience of working with hundreds of executives, we have determined the following three basic elements of innovation that leaders need to understand. ...Click to read more »
Talent is a firm’s most important asset
Numbers don’t get results, people do
Talent Management is not HR’s job, it’s the job of everyone
Question: How many times have you heard these statements and ones that are similar?
Answer: Too many!
The truth for many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time on developing, retaining and identifying high potential talent. Why is this?
From our perspective it’s because most organizations do not look at talent from a business perspective. Here’s what we mean - To manage the business of talent you need to embrace these two principles:
Principle # 1: Some positions are more critical than others to the success of your business
Principle # 2: Some people are more critical to this success
Let’s take a practical look at each of these principles. ...Click to read more »
Using reliable research results in order to formulate and choose employee assessment methods is known as evidence-based management – something every leader should strive for.
Looking at the research on executive employee assessment effectiveness offers some fresh perspectives on what works -- and what doesn’t.
In this post I’m going to employ this approach to show you what available research had to offer on employee talent assessment for hiring. ...Click to read more »
In troubled economic times like these, most organizations are engaged in some form or “belt-tightening,” cutting down on capital expenditures, laying off workers or freezing salaries, even cutting back on office supplies, travel, or training.
But rarely do they conduct any sort of employee assessments to find ways to boost revenue…or at least stop the hemorrhaging a bad hire creates. Let’s face it…no manager worth their salt would knowingly hire a poor producer – but once the facts are in, they find themselves subject to the 80/20 rule – spending 80 per cent of their time trying to improve the performance of 20 percent of their workforce.
And most educated leaders readily accept the idea that bad hires cost money – but rarely conduct the talent assessments that would prevent a bad hiring decision in the first place.
In this article, I’ll show you exactly HOW to calculate the actual costs of poor performance -- how you can recoup millions of dollars in heretofore “hidden” waste and add it directly to your bottom line. ...Click to read more »