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Suggest You - 6 Danger Signs You May Be Headed to Micro-Management
In the United States we have many folks that wish to realize their American Dream and to many people that means owning a business of their own. We also have rules and regulations that are to enforce the franchising model, but are we truly helping the consumer from the Big Bad Corporate Franchisors out to get the little guys?Well it turns out that Franchising has one of the lowest fraud rates of any business model in America and there really is not real crime or fraud going on. Oh, sure there are a few cases now and again where some franchisor failed to fill out a form correctly or something of this nature, but in reality there
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan y
The query letter is simply a business letter that serves a dual purpose. It is an introduction of you to an agent, and an inquiry as to whether the agent would be interested in seeing a particular piece of your work. The query letter is the first "picture" an agent will have of you and your work; and is perhaps your strongest selling tool.Why the query letter? Basically it serves to save time. Agents and publishers simply do not have the time to read unsolicited manuscripts, and it is certainly a waste of your time (and money) to make copies and send manuscripts out to numerous agents knowing that most, if not all, w
Do you want to know the big difference between due diligence and a core competency?
Here's a classic example:
Collecting 50 business cards per day is an act of data procurement, while training to a 60% conversation to appointment ratio is focusing on an essential component to ensure your sales team's success.
Don't focus on accountability to tasks but enlighten to identification. It's much more important to teach your people the "business" of the business they're in.
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan y
As a small business owner, there are an amazing number of difficult skills I need to master so my business will be as successful as it can be. I’m sure you’ve noticed the same thing in your business.One of the most fundamental skills every business owner must master is marketing. In fact, this is such an important skill that it has its own aphorism. “You’re not in the business of (whatever your business is), you are actually in the business of marketing your business.”Marketing is one of the major expenses of a business and the truth is that much of it is probably wasted effort and energy because it is not well target
Don't focus on accountability to tasks but enlighten to identification. It's much more important to teach your people the "business" of the business they're in.
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan y
EMBROIDERING ON GOLF SHIRTSDigitizing and Embroidery TipsWHEN TO CHOOSE EMBROIDERYWhen adding a design or logo to a golf shirt (also called sport shirt, polo or corporate casualwear), embroidery makes a powerful statement. It adds depth and dimension to any garment and is often used to designate a quality manufacturer or an upscale country club as well as help build name recognition for a company, group or organization.Golf shirts were literally designed for the golf course, cut with larger chest sizes and different armhole angles to allow for extended arm movements during
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan y
You have heard from the experts how networking can be nearly priceless if you make the right connections. Nevertheless you find yourself at social events, business meeting, conferences, workshops, and classes and on a good day you make two or three new contacts from the numerous people you meet in a day. Meeting people can be difficult but does not have to be.A great networker really does not think about networking per say but how he or she can help someone with a solution. They attend these events with both ears open and a goal to meet a large percentage if not everyone who is attending the event. Be a host or volunteer to h
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan y
Okay, I'm going to start off by talking bad about a Toyota dealer, so before we get into it, let's make a couple of things clear. I own a Toyota Prius and love it! From what I have seen, I would probably enjoy owning almost any Toyota vehicle. However, not all Toyota dealers are created equal, and I have run into one low-life, scumbag, bait and switch dealer in North Dallas, but that has been the exception rather than the rule.The other Toyota dealers I have dealt with have all been courteous, service oriented, up to date technologically, and efficient. Therein lies the rub, as Bill Shakespeare would say. Sometimes even t
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require detailed forecasting beyond your normal sales cycle.
It's hard to imagine a management strategy more toxic than this one.
Because only two things can result and both are disastrous.
Let's say your average sales cycle is 27 days and you require your team to supply a 30, 60 and 90 day forecast. First of all, the forecasts you get won't be very accurate to the actual results. Second, it will probably be resented and considered 'busy work.'
Here's a much better idea:
Set up your forecast to the time within your control - in this case a 30-day rotating calendar. Define a business rule for forecasting accounts on a weekly basis.
Ask empowering questions:
" Has it passed the defined gateways to be included on your opportunity list?
" Have you helped the sales rep 'scrub it' to make sure it's realistic and not pie-in-the-sky?
" Have the proper strategies and tactics been implemented per account to effect a higher closing ratio?
Bring your forecast accountability back within your normal sales cycle for more focus and better results.
5) Do you see yourself as a people manager or
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