Your role as manager is arguably the most important role in the organization. Your job exists to lead others. That’s a lot of responsibility. Think about it. Everyday, you impact many lives by what you do and how you do it. You affect those in your charge and their families and friends based on the employees’ moods and energy levels after they leave work.
Successful leaders know their talent is critical to the bottom line and use talent planning and development for a sustainable advantage. Asking the questions “What roles are critical for the future? Do I have the right talent? and How can I maximize my existing talent?” are all key to achieving strategic goals.
Prioritizing your talent management strategy can help you grow responsibly and reach your business goals while retaining and hiring top talent.
While many small and mid-size organizations are challenged to find time and resources to build a talent management process, the returns are significant.
Are your sales teams securing client meetings, but have little in pipeline? Do they obtain a sale, but client usage is low? Are your client satisfaction scores less than stellar?
The solution may be to build the critical, but often overlooked, competency of emotional intelligence (EI).
In my recent study of the top skills of high performing B2B salespeople, sales leaders indicated that listening skills and customer service orientation were the most essential skills of high performers. EI is the required foundation for both competencies. Seem too simple? Keep reading.
As a manager, you have the great opportunity (and responsibility) to develop individuals to their full potential. Prioritizing your team’s development elevates you as a leader and improves team engagement and performance. Your role is critical to the organization. In fact, managers alone determine 70% of the variance in engagement.
Unfortunately, only 15% of employees worldwide are engaged at work. What can managers do to turn things around? Start with feedback.
Reduce B2B sales turnover and improve performance with the right talent match.
Results are in. Several of your salespeople completed another mediocre quarter. You know you need to make changes, but there are no easy solutions. Replacing a salesperson risks client relationships. It also requires more budget and months of training and ramp up, jeopardizing future quarter results. Above all, you value your team and want to support them. Sound familiar?
Salesperson job fit may be your challenge.
Write something about yourself. No need to be fancy, just an overview.