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Guest post by: Kathleen Quinn Votaw Become an Author

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Gettin’ good people to play together Compete or collaborate-make a conscious choice

Casey Stengel once put it, “Gettin’ good players is easy. Gettin’ ‘em to play together is the hard part.” All those egos competing and yet, somehow, they learn to cooperate and win together. What’s true for baseball can be true for business: the most cohesive teams usually win.

Climb the career ladder or perch in a tree: It’s not always about promotion

Why is it that job opportunity ads continue to list “progressively responsible positions” near the top of the requirements for almost any job? Why should employees who perform outstandingly in every way but choose to remain in the same spot or make a lateral move be discounted?

When leading becomes an event…you’re not paying enough attention to your people

If it’s true, that “value-building leaders know that creating lifelong customers always trumps the traditional view of satisfying a customer within one transaction,” doesn’t it follow that event-based leadership is trumped by developing long-term employees?

The lucky people who give back; Life’s most important lesson for graduates.

When we’re aware of a particular brand, we seek it out and buy it. Imagine if that kind of action could be applied to life principles like giving back? How much better would the world be if those who can do it consistently give back, simply because it’s top of mind?

Golf and other things to make you giddy about work

I wonder how many brave entrepreneurs have overcome the naysayers and taken their crazy ideas to market only to fail, not because there was something intrinsically wrong with the idea, but because they hired the wrong people. Once you have that spark in your mind, who will build on your vision? Who will help you set realistic goals? Who will help you decide what you’re going to do and define what you’re not going to do? It has to be people you respect, trust and, yes, like.

Curiosity kills the cat but wins the customer

If you’re searching online for a blind date, you can narrow the field demographically to, let’s say, people between age 35 and 45 who live in Denver. And you can take a peek at the all-important photograph. But is that enough information to make even one valid assumption about someone? Before you commit to that blind date, you’ll want to know what kind of personality they have and what their interests and values are, among other things. That same kind of curiosity about your customers gives you a deep understanding of what they need or want-and serves as the basis for a passionate long-term relationship. It may be time to add intellectual curiosity to the competencies you require in your sales, marketing and customer service staff, and embed curiosity in your company culture.

Hire Right and Fire Fast- Facing Up to Hiring Mistakes

Of course you want the best talent available for your business, with the characteristics and personality that fit your culture. Hiring the “right” people is critical to every organization. In a recession the stakes are even higher: every smart idea to innovate or save costs matters more; and every bit of passion enhances productivity. There are strong reasons to hire the talent you want quickly, and there are circumstances where it’s okay to take more time. But careful as you might be, you will sometimes make hiring mistakes. And in those cases you have no choice-you have to fire fast. Read More About -The case for fast hiring -When to slow-hire -Facing up to hiring mistakes -Fight your instincts

Ready to Return to Robust Growth! Thoughts on Jack Daly’s six principles

Jack Daly is a sales trainer/speaker/coach whose energy knows no limits. I enjoyed his positive, can do perspective and wanted to share with all of you. To Robust Growth for all of us!

Why training should be the last thing you cut

An organization I'm familiar with anticipated doubling its size within a year and, in order to manage the change that growth would bring, put in a new layer of management. Five vice presidents were installed, all of them promoted from within. Rather than effective planning, this turned out to be disastrous for the organization. Morale disintegrated. Turf issues and tempers began to flare in the formerly supportive environment. And productivity plummeted. Why? None of the VPs had ever had management training.

Trust me - 100 percent

To paraphrase Jerre Stead, the wise chairman and CEO of IHS, Inc., one of Colorado's largest and most successful global companies: When you operate with 100 percent trust, great people do great things. Leaders who earn the right to say "trust me" get that extra push in performance that competitors can't touch.

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Referred by: http://www.salesleadershipdevelopment.com

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