Our reader poll today asks: When budgets get cut, how do you handle investing in your people? All training and development is the first thing we cut: 15% We cut some training and development but leave critical stuff in place: 28% We cut some “nice to have” training but really protect the core offerings: 40% We cut elsewhere because people are truly our most important resource: 16% Continue investing in people. It’s encouraging to see a strong commitment to training even in the face of economic challenges. Your people always need to grow and develop. You made a commitment to help them do that on the day you hired them. They see it when you take those things away and it enters their decision-making process as to where they want to work the next day. Understand there is a huge cost to pulling back on their development. Their performance will eventually suffer. That will spill over into your business’ performance. That will lead to worse economic performance and more budget cuts. The downward cycle is obvious. Do all you can to protect your investments in your people. Your competitors are. They’re also telling your people to come join them in an organization that continues to invest in development. Investing in people is one of the wisest decisions you can make. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
About Ryan Shaw
This author has yet to write their bio.Meanwhile lets just say that we are proud Ryan Shaw contributed a whooping 212 entries.
Entries by Ryan Shaw
Bosses and supervisors are a mandatory part of almost every job, so what do you do when that person isn’t fulfilling their job the way you need them to. Today’s post is by Victor Prince, a thoughtLEADERS principal. If you work long enough, you will have at least one of the following: a boss who just isn’t getting their job done. Maybe they are overwhelmed or out of their league. Perhaps they got promoted too fast or missed manager training. Maybe they are just checked-out or lazy. Whatever the reason, the impact on you is the same – they are not providing you the coaching and support you need to be the best at your job. Here are 5 steps you can take to manage an ineffective boss. Assess the Situation – Understanding the root cause of your manager’s dysfunction can help you assess what it means for your situation – especially how long it will last. If your boss is new to the role and just lacking experience or training, they may remain for a while and improve over time. Help them target their improvement to help you. If they have been in place for a long time, they may not be going anywhere soon, especially if some factor like nepotism is in play. Figure out how long you are willing to try to succeed with them and when you will start looking for new opportunities. If they look like they are getting “managed out,” you may need to prepare for a replacement or reorganization quickly.
Social design aims to create conditions in which the things you want to happen, happen more easily. Today’s post is by Cheryl Heller, author of The Intergalactic Design Guide (CLICK HERE to get your copy). Social Design is the design of relationships; the creation of new social conditions intended to increase agency, health, creativity, equity, social justice, resilience, and connection to nature. In cities, corporations, or any type of community, if the culture is a creative one, innovative ideas are generated there. In a culture aligned by social values, those values drive action over time. In a culture where people have a sense of agency and possibility, possibilities are repeatedly found. These attributes become the norm. It is the inverse of a culture where only certain people or departments are viewed as innovative or dictate social values, dependent on isolated events or interventions to create lasting change. Social design aims to create conditions in which the things you want to happen, happen more easily. When applied to specific issues and places, desired outcomes are defined with precision, as concretely and fully as possible. The skills required for social design are a toolkit of sorts, the kind a very good carpenter might carry, filled with some favorite old implements with worn handles and patina, and some new ones that are shiny and sharp. A number of these skills have been part of the designer’s art forever: like synthesizing complex information and making it accessible; visualizing data and invisible systems so that insights and revelations and connections are available to everyone; reframing problems and questions to uncover root causes instead of symptoms; abductive reasoning and sideways creative thinking; giving ideas physical form or representation, and then making them desirable – engaging and delighting people with the beauty or functionality of whatever has […]
Our reader poll today asks: What expectations do you have of your team members when it comes to email responsiveness? I expect a response only during working hours: 51% I expect a response to all emails within a few hours of it being sent: 6% I expect responses on urgent items immediately and others during normal hours: 43% Reasonable expectations? While many respondents only expect a response during working hours, 43% expected responses to “urgent” items immediately even outside working hours. The real question here is what constitutes “urgent” because we all have different definitions. I challenge you to assess your view of urgent. Does that proposal really have to go out that night? Is the client really going to read it over dinner? Or can it wait until morning? Do you really need that report with the latest production numbers at 10 p.m.? Are you going to act on them that night or is it just curiosity that has you asking. “Urgency” is a slippery slope that leads us to be emailing at all hours of the day and night. Challenge the definition of urgent if you want some of that madness to stop. And if you expect an email at all hours regardless of work hours or not, I hate to break it to you but your team probably hates you. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Channel Selling is the sale of products or services through a third-party; it is the toughest job there is in sales. Today’s post is by Marcus Cauchi. Having interviewed hundreds of channel sales managers we have learned that channel sales is the toughest job there is in sales. Channel selling is the sale of products or services through a third-party. Research shows that 75 percent of the world’s trade now flows indirectly across all industries. The role of the channel is increasingly represented directly in the boardroom, with heads of channel seen as key members of the management team. To be effective in building, or growing, a channel you need to understand the critical responsibilities of a channel professional. Firstly, we must get over the ridiculous notion that recruiting a channel is like conscripting an army. Having hundreds of untrained conscripts’ ground-pounding your target-market won’t do much for your market reputation, will it? Building a channel should be more akin to creating a special forces unit. Specifically designated, organized, trained, equipped, and tasked to perform specialist operations with you in partnership. Secondly, you must focus on recruiting the best partners to your business and you must be able to get the absolute best out of them. That’s it. Sounds easy, doesn’t it? It’s not. In our experience, organizations really do believe that it is that simple and by association place a low value on the expertise and work a channel sales team undertake. We can see that changing. But change takes time. Increasingly, we are invited to conversations with leaders who are frustrated at the performance of their channel. The conversations rarely ever go the way they expect them to.
Our reader poll today asks: When you travel internationally, do you research cultural norms of your destination before going? Always. I want to fit in and not offend anyone: 51% Sometimes. But if I make mistakes, so be it: 22% Rarely. I’ll only research extremely foreign cultures: 7% Never. They can accept me as I am: 2% I don’t travel internationally: 17% Being obtuse can lose you opportunities. Small mistakes related to customs and social graces can lead to lost opportunities. Inadvertently insulting a business partner, colleague, candidate, or client can leave them frustrated or insulted by your interaction with them. The Internet makes it easy to learn about everything from customary greetings, hand gestures that are insulting, tipping, and ways of working. Ignore doing your research at your own peril. The flip side of this is that people will find it endearing that you’ve gone to the trouble to learn about their culture and customs. That goes a long way toward building trust-based, respectful relationships. So the next time you’re on that long flight overseas, spend some of those hours doing some basic Internet research on the culture you’re about to visit. The relationship you lose or save might depend on it. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!