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The first part of a calendar year is an appropriate time to think about the critical values that will best support us as we pursue the year’s goals.

You have heard the saying, “when momma ain’t happy, ain’t nobody happy?”

The same can be said for today’s workplace environment.

What happens when you rely too much on key players in your organization?

Will your team be able to step up should those key individuals become indisposed or leave?

In order for a company to not only survive, but thrive - they must have strong leadership at the helm.

People used to believe that leaders were leaders because of their titles. We know that is not true. A leader is one who inspires, is a visionary and one to take action.

In the years we have spent developing leadership skills in business professionals, we have run across some common misconceptions. If you are committed to leading your team to success, you will want to follow the 7 Steps in this article.

Do you know the difference between coaching and managing? It’s easy to confuse the two. 

The last couple of months we have been examining the top 13 characteristics that the most successful companies adopt. (Read part 1 here and read part 2 here). We finish off this series with the last 5 characteristics of winning corporate cultures.

We have all heard the quote, “Insanity: doing the same thing over and over again expecting different results.” We don’t really know who first coined this, but it is a common mantra in Corporate America. Even though I have never heard anyone provide a counter argument, we still run into company cultures that struggle to pull the trigger on decisions.

We are more than 30 days into the New Year. How are you tracking with the implementation and commitment of your goals? Last month we outlined the first 4 of 13 characteristics of what it takes to get to the next level. Following are 4 more characteristics that winning corporate cultures should have in order to achieve excellence.

Typically companies jump into a new year with plans and initiatives that they are ready to commit to and implement. We are often asked what it takes to get to the next level. Outlined below are 4 of the top 13 characteristics that winning corporate cultures should have in order to achieve excellence.

Last year, Salesforce conducted a study that uncovered that 57% of sales reps expected to miss their quotas. As you enter a new year, you will want to be aware of the following ways sales professionals (unknowingly) sabotage their own opportunities…and what to do about them.

Have you ever really thought about how much time a sales rep puts into an activity for the sole purpose of completing the activity? With each activity, does the sales person stop and consider what the goals are, whether the activity supports the goals and/or what the measurable outcome should be?

When a business owner comes to me with a seemingly intractable problem, I know with near certainty before the conversation begins that the issue at hand boils down to a break down in relations: with customers, clients, or staff.

You can’t reach goals if everyone is allowed to decide for himself how to reach them.  It’s not uncommon for a sales manager to let the sales staff have their way.  The result of such a management practice is chaos.  Reduce the stress and chaos by getting the sales team to follow the same process.

Great managers understand leadership , planning, and coordination skills all need to work in perfect harmony in order to move a team forward. “A-Class Managers” are just that – a step above average. They know how to make the impossible, possible – how to move teams through difficult situations and still have positive outcomes. So what makes them tick?

There is so much to be said about Managing versus Leading and we won’t be able to cover all of it today. Suffice to say that they are two completely different things.

In Sandler Training’s new book, “ Transforming Leaders the Sandler Way”, author Dave Arch states “You can’t transform a team or an organization until you’ve transformed yourself.”

I always gravitate towards such articles on Management and Leadership because I consider myself a 'work in progress' on the subject, and always try to figure out why two people, who have similar competency in the same company, seem to get different results as Leaders.