When we go to a restaurant, we expect the service and food to meet a certain standard. When we watch our favorite college sporting team, we expect a certain level of play; and, perhaps a certain win/loss record. When we live we do so at a certain standard of living. And, when we put on a belt or a piece of clothing, we have certain standards that affect what we think about ourselves.
Do you find yourself settling for subpar performance and or decreased expectation when times get tough? Is it really worthy the extra effort? Do you settle for the “good views” instead of the “best views”?
Do your salespeople need motivation? Do you spend time thinking about how to motivate greater sales performance - trying to “figure” them out? What is more important - to motivate them or to inspire them? Which depends on you? Which depends on them? Build an environment in which salespeople make a choice to be inspired - and then to motivate themselves to greater results.
When major change is in the offing, the first step for many organisations is to appoint a permanent change manager or, alternatively, hire an external consultant. But there are many reasons why this might not be the best route to go - and is unlikely to deliver the best result. An interim manager is in the organisation but not of it. There’s an innate contradiction in the idea that a genuine change driver - or ‘change manager’ - can be part of the permanent establishment. A senior interim manager works at the heart of business to deliver the agreed objectives.