Part 1 – Alignment High performing teams are ones which produce more by working as a group than they do as individuals. They deliver exceptional business performance, lead by example, have a range of skills that complement each other, are motivated to achieve results and are built around strong relationships based on trust. A successful team isn’t just a group of individuals who come together, have meetings, and then return to their departments to get on with ‘business as usual’. It’s a team where the primary focus is on their work as a team and on leading the staff across the whole business Their […]
Feedback is really important to us as it's at the heart of our ability to learn. But yet we hate giving it and always dread being on the receiving end...
In an accountable business the staff all take responsibility… for their tasks, their customers and their results. That responsibility drives them to succeed and deliver their goals. Accountability has to be led from the top and starts with staff having a clear understanding what’s expected of them. You can motivate and engage a team to move forwards, but they won’t deliver unless they know where they’re trying to go and understand the road they need to take. That understanding is driven by a vision of what your business is trying to achieve, whether that’s Top 10% in customer experience or a 1.8% ROI, a business needs a vision that can […]
Salesperson: Mr Smith is interested in the Fiesta, I’ve offered £x but he wants a better deal to sign today Sales Manager: OK, I can do another £200 but that’s as far as we can push it Salesperson: But that’s not going to be enough. Can’t you do anything else, with another £500 I’m sure I can close the deal today and that would give me one on the board for this month Sales Manager: OK, let me have a look at it and see what I can do… This scenario occurs in most dealerships, most months, and is one I frequently have described […]
Is it possible for managers to coach effectively in a hostile culture? Sally Smith, International Journal of Evidence Based Coaching and Mentoring 2018 Abstract: This paper proposes that it is possible for a manager to effectively coach their team, regardless of the culture that they are operating within. The piece of qualitative research uses Interpretative Phenomenological Analysis to provide insight into how a group of managers make sense of their experience of managerial coaching (Smith, Flowers and Larkin, 2009), with data gathered from six purposely selected face-to-face interviews and the results delivered through thematic analysis (Langdridge, 2007). The findings demonstrate that when managers adopt coaching […]