Great People Works

Just imagine the value of knowing every managers leadership competencies and and how you could turn each weakness into a new strength. You can with CheckPoint 360?

Just imagine yourself knowing exactly what you wanted, with plans to get it, no personal limitations and the tools to make it happen. You're a LIFE COACH.

Often in the past, a person could be hired for a sales position simply by having a firm handshake, engaging smile and the ability to carry on an intelligent conversation for the length of the interview. Many employers still think that is all they need for good sales people, relying on training them on the job or for commission jobs simply giving them a try. Their thinking may be that good sales people will succeed and those that fail do not cost the company anything since they were on a commission only basis anyway.

How many times have you been in a networking or other meeting, listening to others speak when suddenly you realize you have no idea what was just said in the past minute or so. It's like when you drive somewhere and realize you cannot remember the actual drive there. In the meeting you went on autopilot, your mind was somewhere else, perhaps dreaming or thinking, perhaps looking at the attractive person down at the end of the table, but it was not listening.

I've heard it said that a good measure of integrity is what you do when no one is watching. Do you do the right things for the right reasons or simply to avoid getting caught. It is not easy to admit to one's mistakes, especially those that hurt others. There are some people who fail to even recognize their own mistakes. It requires even more strength to use one's mistakes as a learning point, to hold them in one's memory dearly as a constant reminder to do the right thing in the future and avoid repeating past mistakes.

Many employers when thinking about promoting from within find themselves looking out at their employee assets and wondering "Is this all I have to choose from?" The reason for this is that they didn't hire their future manager or begin to develop their future manager from Day 1. This is what smart companies do. Many large corporations do it through well orchestrated training programs lasting anywhere from a few weeks to a couple of years and combine it with a succession planning system that constantly works to train, develop and coach talent into future management and executives.

Research indicates that most hiring decisions are made in the first four and a half minutes of an interview, but a lot happens before you can ever get an interview. Most companies do a great job of screening applicants in advance by profiling exactly what they are looking for and eliminating anyone who doesn't fit the exact descriptors and minimum qualifications for the job. Those that aren't automatically eliminated then get screened based on more subjective factors through interviews.

Many managers are happy when they become managers because they feel they are no longer responsible for the business results directly. They believe that if they simply maintain a good atmosphere for success, ensure everybody has the tools they need then they can sit back and evaluate the results. They think their job is only to direct, control and evaluate workers, send them back to training, reward or punish their performance and promote or fire those people who don't seem able to achieve quotas.

All great companies need great leadership at the top of the organization, but great leaders also know that one of their responsibilities is to grow more great leaders and managers throughout their organization. As organizations grow in size from small to large they need increased structure and processes to identify, attract and retain future leaders and mangers.

When asked how to allocate time and set goals based on a large customer base we developed the following formula, used judiciously and considering strategic and tactical account development. First, assign a probability to the likelihood of success (P) in a certain amount of time, e.g. within one year, and multiple that percentage times the size of the opportunity (O) to give you a Goal (G). P x O = G. If you do this with each opportunity you can actually quantify where to spend your time when you are not prospecting for new customers.

For example: