By Kelly Riggs | Sales + Leadership
All things being equal, when faced with a “very important” task, most companies will choose a person with successful experience to take it on. Whatever that task looks like – a big project, an important new customer, a critical product launch – most leaders will choose experience to get the job done. No question about it, experience counts. Until it gets arrogant. The arrogance of experience can be quite costly.
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By Kelly Riggs | Sales + Leadership
What counts in business is performance – not promises of performance, not excuses for a lack of performance, and certainly not mediocre performance. It’s the results that matter; what people actually produce in the workplace. The problem is that sub-par employee performance is often created by MANAGERS. Yes, that is correct. Poor performance is often a result of what the manager does – or, more accurately, does not do.
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By Kelly Riggs | Sales + Leadership
I think people would agree that becoming a great manager requires a certain amount of time. Very few people are thrust into a management position and do it exactly right from the jump, avoiding the myriad of challenges and speed bumps that inevitably confront those who lead employees. No, it takes time to develop critical leadership skills. On the other hand, there are a number of specific things you can do to make a difference RIGHT NOW.
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By Kelly Riggs | Sales + Leadership
What I mean to say is that – for managers – perhaps the process of determining the most important thing is the most important thing they do. After all, someone has to determine the priorities of the team, right? Which is to say that perhaps THE most important thing for a manager to do is to make sure that the priorities chosen are the right ones. Good thought. Unfortunately, this idea can also cause a team to drive off a cliff.
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