Leadership

4 Top Attributes of Successful Sales People

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Great sales people fit their jobs. They love what they do and they do it well, making a positive difference for their clients and their company.

After talking with several business owners and consultants that manage great sales people, here are the 4 top attributes they mentioned (yes, this is not a scientific study – feel free to add your own top beliefs).

  1. Listen and be present in all conversations. This is one of the most important aspects when selling your products and services. Stop multi-tasking, eliminate distractions and listen. Engage your full attention in the conversation by being present and actively listening. Trust you will know how to respond. Listen to learn and probe for additional information before offering ideas. You will be amazed by what you uncover that can help your current and prospective clients.
  2. Know your products and systems really well. Having an ongoing interest in learning about the products you are selling and how they are processed through your company is critical. Knowing the in’s and out’s help you understand how to get the best deal for your client and keep them. Because you are well aware of the legalities and other nuances of using your products and services, you can ensure your customers are buying the right product to fit their needs cost effectively. Also, this knowledge places you in a better position to facilitate upselling and cross selling of other products.
  3. Have persistence. Not everyone is ready to buy when you’re ready to sell to them. Stay in communication, send them periodic articles or other note-worthy gems is important. Show up at networking meetings and seminars, stay in touch on social media and give at charity events are also important ways to build and maintain a strong network.
  4. Develop great relationships. It’s important that you develop great relationships with your clients by becoming a resource for them to ask their questions and get the right answers. Always follow-up and follow through on what you promise. That is how you build credibility and trust before and after the sale! Learn how to brag about what you’ve done for them in a business-savvy manner – this is particularly important when cost-conscious buyers are looking to stray. (http://Time2Brag.com)

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com) and It’s Time to Brag! (http://Time2Brag.com). Check out her website: http://SeibCo.com.

How to Strategically Solve Any Problem

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Making the decision to solve problems requires a conscious effort. Too often job demands get in the way, and you work around challenges rather than face them head on. This can cost you a lot of time, money and energy.

7 tips to facilitate strategically workable and financially rewarding solutions

Have the Right Mindset. If you and your team members don’t believe you can resolve the issue, you won’t. Make a commitment to create a win-win-win solution (for the company, customer, employee, community, vendor, etc.).  As the facilitator, you are in the best position to lead your team to create solutions that are easier and more customer- and employee-friendly.

Create the Best Team. Keep the team small and only select team members who are committed to the process and believe there is a solution. Many times, if you have selected team members that are not committed to this process, the team will go off track and put a band-aid on an issue to make an individual or small group happy. This doesn’t resolve the real problem. To keep the team focused and committed, it will require you to stay on top of the team’s progress, ask on-point questions and stay positive.

Brainstorm for Success. By being a strong facilitator, you can bring out everyone’s thoughts and opinions. Remember, they have the solutions. Stay focused during this process on the current issue. Ask for and include everyone’s input on a chart and do not edit their comments. During brainstorming, there is no such thing as a bad idea. Include everything! Often times, ideas that initially sounded the worse turn out to be the best ones.

Review and Fine-tune. Be responsible and don’t latch onto the first idea presented. Conversely, don’t allow the team to fall into the trap of overthinking; it can be paralyzing. Narrow down the ideas and align them by taking into consideration current policies and procedures, company mission, and business agreements. Before making any changes, talk with others (e.g., vendor rep or human resource manager). Assign individual team members to have these conversations and report back about what may be missing from the solution. Incorporate their findings before making any proposals.

Get Approval. This is where many teams fail. Without the decision-maker’s approval, nothing will happen. Design the plan, budget and timetable in a written format and don’t forget to include pictures, charts and/or metrics. Make sure your proposal is simple: state what the problem is, how to fix the issue, and include supporting documentation. Be prepared to answer the decision-maker’s questions and devise an implementation process that is simple and easy.

Implement and Celebrate! Remember to include a communication and training plan for all employees involved in the new solution. Don’t forget to acknowledge yourself and your team.

You’re not done yet! All new solutions require ongoing follow-ups and tweaks. Include a plan to ensure these are being done until the new solution is no longer new.

©Jeannette Seibly, 2016

Jeannette Seibly is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. She has guided the creation of three millionaires and countless million-dollar results for companies and not-for-profits. Contact her @ http://SeibCo.com/contact 

Spotting a Liar is Never Easy

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Many of us think we can easily spot someone who is not telling us the whole truth or is fabricating the facts. We believe in the myth that we can look into people’s eyes or watch their body language to know whether or not they are telling the truth. Unfortunately, we only have a 17 percent chance of getting it right. As business people, we need to get real about spotting liars. It’s important to be on the lookout to ensure that as we grow our companies with new hires and strategic business relationships that we’re not relying on half-truths or fabrications. Doing so will negatively impact our bottom line and sabotage win-win-win outcomes.

3 Ways to Get Real – and be responsible for getting to the truth

Look at the Facts. Too often we base our decisions on how we feel during an interaction. Or, we fall victim to the story they are telling us. Reality is, many liars are really good at assessing others and telling them what they want to hear.  To combat this, ask for fact-based information and verify this information before believing it and relying on it.

One entrepreneur hired a sales coach simply based on the person’s promise to help her launch her new product. She believed in what he promised to do. Here’s what happened: the launch never occurred and the coach disappeared.  Instead of checking the person’s credentials upfront, after the fact, she found out he was an accountant. She is now working a full-time job to payback the bills incurred during the failed launch.

Get Agreements in Writing. Gone are the days of making an agreement based on a hand-shake. Too often, when having conversations, we’re not on the same page.  As a result, misunderstandings occur and things are not as they seem. Negotiate before signing any documents. Take the time to read the entire document before signing it (even the fine-print.) It’s pay now or potentially pay later.

Use Honesty-Integrity Assessments. About 79 percent of job candidates stretch the truth or embellish jobs, education, and salaries on their resumes. Relying upon background checks to tell you the whole truth does not work. Many employers don’t prosecute for theft or verify work history or education. (Note: White collar theft of money, proprietary information and data is the fastest growing group.) Use a direct-admission tool* and ask the candidate the questions contained in the report to determine truthfulness (yes, still conduct background checks, work and education verification and drug screens).

The key is to get real with yourself and your ability (and inability) to spot people that are lying. Learn how to use probing questions to get to the truth when hiring employees (use qualified assessment tools*), and when selecting vendors and developing new business relationships (use good business practices).

©Jeannette Seibly, 2016

*When hiring, use the Step One Survey II® a honesty-integrity core value assessment that measures attitudes toward Integrity, Reliability, Work Ethics and Substance Abuse. This tool provides direct-admission information about a candidate’s past employment, employment-related issues, illegal substance use, theft of time/money/property, and computer/internet/email abuse. The online report delivers a forecast of how well the candidate will blend in with your culture and workplace climate. There is also a Distortion notification if candidates are not being forthright in their responses. For further information, contact Jeannette @ http://SeibCo.com/contact

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com). Check out her website: http://SeibCo.com.

Are You Committed to Adequate Sales Results or a Great Bottom Line?

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Top sales performers sell up to six times more than their average team members. They fit their jobs and are business savvy when building relationships, facilitating the buyer’s decision-making process, and delivering as promised. Also, they have taken the time and have the interest to learn how to use the company’s products and services correctly. Hiring and developing top sales performers create winning sales teams — they make the difference between an adequate bottom line and a great financial outcome.

4 Actions to Create Great Sales Results

Disregard Old Myths. Too often we hire for perceived job skills and fire for poor job fit (aka low performance).  Many sales managers still rely upon their gut to determine a candidate’s ability to sell their product or service. When hiring, many sales managers are seduced by a candidate’s verbal ability to talk the talk or believe younger candidates have higher energy levels than older people. As a result, sales managers fail to hire the right people for job fit. They also lose top performers who want to work on winning teams.

Take the time to discover the true costs of your hiring mistakes and conduct a performance analysis on your current team. This information will provide clarity on where you need to focus your attention in order to create a winning sales team and a great bottom line. (Contact SeibCo for the complimentary tools http://SeibCo.com/contact)

Job Fit is Key. Use scientifically qualified assessment tools to accurately assess job fit. Can the sales person sell? How will they sell? What will they sell? These tools will make all the difference in hiring the right person and providing coaching information you can readily use. If they don’t fit the job, you cannot change and fix them. Knowing this information up-front saves you countless hours and training dollars.

Studies have found that assessing for thinking style will correlate to more than 50 percent of a person’s success. The other success factors depend upon a combination of core behaviors (Can they prospect, engage and close?) and occupational interests (Are they willing to stay informed? Are they willing to do the right activities?). All three are essential and will provide a clear snapshot of the whole person and his/her ability to sell your products and services, profitably.

Utilize On-line Due Diligence. Use an on-line application process, knock-out questions and core value assessments to attract more of the best candidates. Before conducting face-to-face interviews (which take a lot of time), conduct initial phone screens and use job fit assessments to determine their sales strengths. These initial simple steps will save you a great deal of time, money and energy in the long run. And, these steps will save you from hiring the wrong person who looks the part, but has no interest in doing the work (e.g., prospecting, presenting, clsoing).

Focus on the Whole Picture. Metrics are important and can help you gauge the effectiveness of your sales team. However, this will not tell you the whole story about your team’s results. Investigate: Are your sales people following your system or do they need retraining? Does the system need to be tweaked? Are they generating enough of the right leads? Are they getting in front of the decision makers? By utilizing the coaching information from the qualified assessment tool, you can provide the laser-like clarity required to develop and train with precision.

Smart companies understand that job fit is the number one reason they are able to create winning sales teams and great bottom line results. The million dollar question is, are you ready to enjoy exponential sales growth, while having fun? (http://SeibCo.com/contact)

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com).  Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

Avoid “Zapping” to Improve the Sales Team’s Results

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Sales managers are the facilitators for their companies’ successes. They were hired or promoted to elicit the best from their sales teams and achieve the ultimate goal of win-win-win (customer-company-salesperson). These money-makers impact the bottom line on a daily basis.

Unfortunately, all too often, sales managers don’t realize the impact of their management styles. Instead of focusing on everyone winning, they unconsciously zap their teams’ morale by: 

  • restructuring commissions to meet required sales margins,
  • failing to handle conflict appropriately,
  • being unwilling or unable to sell,
  • not motivating their sales teams’ during the natural ups and downs.

Sales managers … it’s 2016 — time to change the game and play to win!

It starts with these 3 strategies to stop zapping and create win-win-win outcomes

Focus on Winning. Many times entrepreneurial type business owners and sales managers are too busy thinking about the next product or service they believe will be the winning game. Unfortunately, they fail to focus on what needs to be done today, the play, to create long-term and sustainable winning outcomes that impact the bottom line. These environments make it difficult for their salespeople to succeed. The key is to design real goals and take the right actions to achieve the intended results. It also requires everyone in the company managing the details required for great customer experiences to keep the promises made.

Hire the Right People the First Time.  A good sales team is comprised of good sales people. Sounds simple doesn’t it? But, it’s not. Hiring someone to sell long-term care to a grieving person caring for his or her aging parent takes a completely different skill-set than someone selling drill bits to a manufacturing purchasing agent. Also, hiring someone from a competitor does not mean they will succeed in your culture.

Hiring mistakes are usually made when the company doesn’t have, or the hiring manager fails to follow, a strategic hiring system and use a qualified assessment product. When hiring, too often they rely on “feel good” assessments that have face validity but lack required predictive validity. Why is this important? Qualified tools reveal whether or not the person can sell, and how and when they will do so – allowing the sales manager to see the whole person. (Not just the person that interviewed well by saying the right things and looking the part.)

The reality is, what is not seen is far more significant than what is seen when hiring and managing team members to win!

Balance Coaching Style.  When sales managers are single-minded and only focused on the numbers as the number one sales tool to motivate others, it’s no surprise that sales fall. Winning NFL teams focus on making the plays that cause the score to move upward to win the game. They don’t manage or coach from the score alone. When your team feels misunderstood and unappreciated, they are unwilling to take responsibility for their sales results. It’s important to treat them as people and not just numbers. Focus on coaching them to develop their skills in lead generation, lead conversion, delivery and customer-care quality to ensure win-win-win outcomes.

Great sales managers are continually creating win-win-win environments. They are aware of the natural ups and downs sales teams and individuals experience and do their best to not zap them. They hire the right people, clarify processes, train their teams as winners and are fearless in supporting overall success.

Remember, great sales people are NOT motivated by negative management styles. If your management style needs to be UPGRADED, now is the time to hire a coach! Get clear about “why you get the results you get” and then, take the time to modify your attitudes and behaviors. Coaching a sale team that feels appreciated, understands what is expected and is adequately rewarded, is more productive and supports overall success. Contact Jeannette today @ http://SeibCo.com/contact to determine your “why” and answers questions on how to motivate your team.

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com) and It’s Time to Brag! (http://Time2Brag.com). Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

Rev Up Your Bottom Line Using Qualified Hiring Assessments

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It’s 2016 and many companies are focused on increasing sales, saving money and improving profitability while finalizing budgets and plans for the year. They will spend a lot of time evaluating equipment and systems to ensure the best ROI. However, they will almost always fail to take the same amount of care when selecting and managing their most important asset—their employees!  As a result, they’ll miss many opportunities to hire the right people, and often lose top talent and customers due to their mistakes, costing them time, money and market share. No matter the size of your company, the biggest mistake is whether or not you are using the right tools to hire the right people.

Cost of Poor Hiring Practices

Many managers know their turnover rate. And, many don’t. Some are proud that it is below industry standard. However, they may not have quantified the financial impact of turnover on their bottom line, or they may be in denial that they can do anything to improve it.

When you take the time required to actually see the real cost of a bad hire, promoting the wrong person or losing a talented employee, you will realize you must objectively assess potential job candidates for job fit, core values and required skills. Using qualified assessments (instead of hiring by gut alone) will significantly lower theft, cost of turnover, workers’ compensation, unemployment and other employment/liability claims when used appropriately.

Why Should You Select Qualified Hiring Assessments?

There are over 3,000 publishers of assessment products in the market. Most assessments do not comply with the Department of Labor’s guidelines for pre-employment use (See: Testing and Assessment: An Employer’s Guide to Good Practices, Department of Labor*). High-quality and qualified tools will have technical manuals (not just a letter from a law firm) to ensure each assessment meets the validity and reliability specifications for pre-employment and selection purposes. Ask for the technical manual and refuse to use an assessment for pre-employment purposes without one. This is one of the key factors in lowing turnover since using a less-than-qualified assessment rarely makes a difference.

Qualified Assessments Are Incredibly Accurate

Not only is using the right assessment of legal importance, using tools that actually have the highest validity and reliability will measure people accurately and objectively—a requirement for predicting future success. People are like icebergs: they only let you see what they want you to see – what you don’t see is more significant than what you do see! The best assessments provide you with the ability to become a laser-like coach while improving your selection process and reducing costs.

Remember, any tool, system or process used during the hiring or promotion process must comply with pre-employment requirements.

When you select the right qualified assessments and use them as directed, they work and will positively rev up your bottom line in 2016 and beyond.

©Jeannette Seibly, 2015-2016

*Contact SeibCo for a copy of the DOL regulations @ http://SeibCo.com/contact

Source: Hire Amazing Employees, Chapter 11, “Assess for Job Fit—Use Qualified Assessments,” http://BizSavvyHire.com

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com). Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

Are you hanging on to things that need to be done?

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The holidays can create a lot of stress with so many things needing to be done.

Have you considered … you don’t need to do them all?

First clarify, then, prioritize…Make a list (yes, check it twice). Now, highlight only the top two items. Stop committing to those things that aren’t going to support your priorities right now. Cross off those you are not going to do. When you have completed the top two, then, you can move on to your next two priorities, if they are still important.

Second, release. Instead of making excuses for what you don’t get done, or don’t want to do, let go of the should’s, could’s, would’s. They only sap your energy and you end up doing nothing.  Be careful of rationalizing excuses like, “It’s must not be that important if I don’t get it done.” There is always time to get done what you’re really committed to doing.

Now, take focused action. Interestingly, you are no longer overwhelmed. When you wake up each day, you are ready to get done what you need to do by focusing on top priorities. This quick three-step process will provide you with the energy you need to enjoy your holidays (and your work days).

Remember, your mental monologue is not your friend! Stop listening to it. Stick with the clarity of your top priorities and do them. Now, joy and ease can naturally occur.

Enjoy your holidays!

©Jeannette L. Seibly, 2015

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of over 300 articles and 4 published books designed to help business leaders lead from excellence.  Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

 

 

Are you career ready for sky-high success?

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Working smart today does not require climbing up the rungs on the traditional career ladder — working hard, long hours and patiently biding your time until an opportunity occurs. Instead it requires career readiness, job fit and focused action to achieve sky-high success, while developing the career muscles required physically, spiritually, mentally and emotionally to support your ascent. Attempting to ascend before you’re ready can cause a descent that hinders your future.

9 career fitness work-outs to move upward

Develop the muscles for:

  • Excellence. Accepting mediocrity is a cop-out. We’ve all heard about the 10,000 hours required to become a master. It’s simple. Take the time to learn your job and delve into the details to build mental readiness. You will become recognized as an expert in your profession – now the career fun begins.
  • Building job depth and breadth by learning the different facets of your job. This will build natural credibility, new opportunities, fun and financial rewards.
  • Eliciting the best from others … whether it is your boss, client, co-worker or vendor!
  • Designing, planning and executing programs and plans. This is where many professionals fail. This requires managing a dual focus: developing the individuals on your team while superbly handling technical and others issues (e.g., budget, time, legal, systems, etc.) that arise.
  • Handling success and failure! Everyone naturally wants to be successful. However, the secret to building inner strength as a leader is to deal with failure and turn it around. This develops emotional and spiritual readiness. The process helps you handle, and not shy away from, the tougher issues, the mark of a durable leader.
  • Strong verbal and non-verbal communication skills. These are required to express yourself, while helping and supporting others to do the same.
  • Listening to learn your occupation, company and industry.
  • Bridging the gaps by taking time to listen to others’ ideas and construct win-win pathways to turn ideas into solutions.
  • Helping others succeed. This helps you build your own success. Remember, givers get. Having a sole focus on yourself will hinder your upward progression towards sky-high success.

Last, but not least, remember, every up-and-coming person has a coach. Hire one today. This will provide you the ability to ascend upward at a pace that works best for you.

©Jeannette Seibly, 2015

To ensure you’re on the career path that fits you and prepares you for future opportunities, contact SeibCo.com/contact

Jeannette Seibly is an award-winning and internationally recognized business advisor. For the past 23 years, she has helped thousands of people work smarter, enjoy financial freedom, and realize their dreams now.  She has an uncanny ability to help her clients identify roadblocks, and help them focus to quickly produce unprecedented results.  Each client brings their own unique challenges, and her gift is helping each one create their success in their own unique way. Along the way, with her commitment, she helped create three millionaires.

The Most Difficult Lesson for Fast-Trackers

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There’s one very important career secret most people won’t tell you. You need to learn more about working well with others than learning your next technical job skill to fast-track up the corporate ladder.

One of the hardest lessons to learn in your career is how to work well with a boss who does not possess good managerial skills. And, yes, it’s up to you, as the fast-tracker, to learn how to communicate with them, not the other way around!

Communication success starts on the inside

Many employees and managers don’t take the time to learn new people skills. Many simply use the ostrich approach, stick their head in the sand when working with a boss (or co-worker) they don’t like or respect, and hope it will get better. This rarely works.

Some may attempt to emulate others’ communication styles whom they believe are successful. They usually fail.  Why? Copying another person’s communication style instead of developing their own won’t work for them. For example, a highly assertive person who learns diplomacy can make a positive difference when dealing with a know-it-all boss.  However, someone who avoids conflict with the same know-it-all boss needs to learn how to assert him- or herself by taking a stand on an issue and be heard.

Developing a communication style that leverages your strengths and fills in the gaps to elicit the best from others is required to move up the corporate ladder. Then, you can turn a perceived “bad” boss into an advocate to support your upward aspirations.

Labelling others does not make a difference

Recently I was talking with a fast-track employee. She loved her job, but, was bored. She blamed her last two managers and labelled them as “bad bosses” with poor communication styles. She felt this perception justified her lack of advancement.  And added, “Everyone else thinks they are bad too.”

So what was missing?

As a result of our conversation, she was shocked to learn she needed to take the initiative to come up with new ideas and systems that would support the company. By working with and through her boss (and co-workers), she could make them happen and enjoy her job again.

Take responsibility for your perceptions of others

One of my clients had very similar circumstances; however, he ended up with a very different result. Instead of complaining and doing nothing, he hired me as his coach! After taking a qualified assessment to understand how his communication style compared with others, he discovered his default style was to avoid conflict. His first assignment was to get on the same page with his “bad boss.” This required having a face-to-face conversation with his boss, someone he despised! He made the comment, “If I had known you were going to have me talk to my boss one-on-one, I never would have hired you!”

My response?  “Good thing you hired me. Remember, you are responsible for your perceptions of others – perceptions create your reality of who they are. Your ability to work with and through this person will help you (and your employees) get better results.  You can now have the upward mobility you’ve been craving!”

So what happened?

After doing some role-playing, he setup the conversation and amazed himself at the outcome. The added bonus was, he received positive recognition and was slated for a huge promotion by the CEO!

The truth is you will always work with and for others that you don’t like and won’t do it your way. Labelling them “bad bosses” only hinders your advancement for the next job, promotion or pay increase.

Taking responsibility to discover and improve on your communication skills will help you learn how to work with anyone, anywhere, any time. And the added bonus, these skills will make your job more fun, satisfying and rewarding.  http://ow.ly/UIeF4

PS: Are you a bad boss? Take this quiz and find out! http://ow.ly/UIjcu

©Jeannette Seibly, 2015

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of over 300 articles and 4 published books designed to help business leaders lead successfully.  Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact

Do Skeptics and Pollyanna’s Have Value on a Team?

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Being positive has created many ideas. Being a cynic has saved companies millions of dollars. It’s important to realistically balance both ends of the scale before it decimates a business, an idea or partnership.

What do you think?

One businessman wanted a divorce. Why? His wife asked good business questions about a new venture he wanted to try. But, she wouldn’t agree because he was unable to answer the financial questions in a way that worked for her. He accused her of being negative and unsupportive.

What are your thoughts? Was she negative and unsupportive? Or, realistically looking for the right answers?

Being positive and skeptical have value. Being a Pollyanna (believing everything is great, even when it isn’t) and not realistically addressing the details can cause major problems and insurmountable challenges. It’s important to understand success requires balanced positivity.

Both positivity and skepticism provide value:

Many business leaders face the same challenges with their management/executive teams and Board of Directors.

These enthusiastic leaders (Pollyanna’s) are:

  • -Thinking something will work out simply because they said so — not a viable business strategy.
  • -Believing a client, business partner or investor should readily want to provide time and/or money without a viable plan, sound financial projections and the right people — not good business acumen.
  • -Visualizing only a great outcome, forgetting the success or failure is in the details – not good business management.

These skeptics are:

  • -Saving companies millions of dollars.
  • -Asking financial, sales, operational, and people related questions about their projects or programs.
  • -Focused on the how, what, when, where and why of releasing new technology, launching new vehicles, issuing new procedures or publishing new works of art.

While cynics or skeptics are not always right, there are lessons to be learned from them. And, if you’re unable or unwilling to address these questions realistically, you better proceed with extreme caution.

Balanced enthusiasm will position your company for growth:

It takes a strong leader to address the following criteria and develop a well-rounded team of committed people to work together to fulfill them.

  • -Positive vision that has team alignment.
  • -Declaration of the intended result, in writing (aka goal).
  • -Written focused action plan, and is managed for intended results.
  • -Ensure others’ concerns are addressed and appropriate actions taken.
  • -Value other’s contributions.
  • -Stay unattached to how the process should look.

Addressing these will make a significant difference when balancing the skeptic’s and Pollyanna’s contributions to achieve the intended outcome, saving you time, energy, and innumerable dollars.

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of over 300 articles and 4 published books designed to help business leaders lead successfully. Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

©Jeannette Seibly, 2015