By Kelly Riggs | Sales + Leadership
I think I’m on safe ground to say that it cannot be good for any organization when only half of employees believe that corporate leaders make good decisions. Confidence suffers. Engagement suffers. And, as a result, performance must also eventually suffer as well. The question is, why would employees have that opinion of managers?
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By Kelly Riggs | Sales + Leadership
Few managers are exemplary leaders. Proving this takes about 30 seconds. Yes, I know management and leadership are slightly different. We don’t have to have that silly argument. If you are a manager, and people report to you, then you are a leader. Period. You might not be any good at it, but you’re still the “leader.” My question is this: Why in the world do companies continue to promote top performers to management, fail to train them, and then COMPLAIN when they fail to perform as expected? Do YOU think you’re the exception?
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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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By Kelly Riggs | Sales + Leadership
OK, so you’re wondering what in the world job descriptions could possibly have to do with engagement, right? Let’s start with the fact that job descriptions are more of a legal tool than anything. And, truth be told, with the exception of a cameo role in the hiring process, the standard job description is rarely used anywhere else! Which means they are simply a way to filter resumes by comparing needed skills sets with what is presented by the candidate.
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