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Actual for You - Grow Your Staff into a Team of Creative Problem Solvers
Overcoming the Price Objection:Price is an issue in most negotiations. We need to deal with the price issue confidently, but with an understanding of the needs of the other side. Here are some notes to help you:• Be specific. State the exact price rather than ....well, it will be about ?5,000.• Maintain eye contact. It makes you look confident.• Ensure the tone of your voice is confident and your body language is also confident and relaxed.• Use silence. Once you have stated your price, stop talking and wait for the other side to
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve
Leaders make two types of decisions. They are ether conscious decisions or unconscious decisions. The former are traits of true leaders the latter are traits of phoney leaders.Conscious decisions are made with the data at hand the risks understood and the implications of the risk known with possible contingencies built into the decision. Conscious decisions are made despite the risk or at times because of the potential reward that goes with the risk.Taking conscious decisions does not always require courage but undoubtedly at times it does. Taking a consciou
However, often the problems your employees bring you are neither this momentous nor are they so potentially damaging. Most of the time your staff members could come up with creative solutions on their own if encouraged to do so. The recurring problem I see is employees who do not take initiative in proactive problem solving. Why? Either they haven’t been told that this is preferable to bringing their problems to the supervisor, or they have attempted to be proactive in solving a problem in the past and have been told their ideas or solutions were irrelevant. When the latter is the case, what motivation do they have to continue coming up with ideas if the boss tells them their ideas are unworkable?
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve t
I didn’t realize how bad service had become until recently when I tried to get a brand new dryer repaired under warranty.I did everything right. In fact, I didn’t even press to get an earlier appointment.The repair truck pulled up, and the driver just sat there for about ten minutes before coming to the door. When he arrived, he mumbled so badly that I had to keep prompting him to repeat himself.He asked what was wrong with the machine, as if he hadn’t been briefed.“It won’t dry clothes.”Looking at the machine he said “We’ve had a lot of
However, often the problems your employees bring you are neither this momentous nor are they so potentially damaging. Most of the time your staff members could come up with creative solutions on their own if encouraged to do so. The recurring problem I see is employees who do not take initiative in proactive problem solving. Why? Either they haven’t been told that this is preferable to bringing their problems to the supervisor, or they have attempted to be proactive in solving a problem in the past and have been told their ideas or solutions were irrelevant. When the latter is the case, what motivation do they have to continue coming up with ideas if the boss tells them their ideas are unworkable?
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve
This is one of the hardest concepts for business owners to accept. They waste countless hours trying to convince unyielding clients to accept their version of reality, which often prevents them from communicating their unique benefits; alleviating significant flaws and/or ignoring golden opportunities.It is vitally important that any one who has responsibility for growing a business or organization understand and embrace this critical tenet. It does not matter if outside perceptions are factual... because consumers behave based on decisions formed by attitudes foun
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve
Filed under: brainstorming corner — @ 12:22 pmA disruptive technology is a new technological innovation, product, or service that eventually overturns the existing dominant technology in the market, despite the fact that the disruptive technology is both radically different from the leading technology and that it often initially performs worse than the leading technology according to existing measures of performance. A disruptive technology comes to dominate an existing market by either filling a role in a new market that the older technology could not fill or by s
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve
Despite exploding regulatory costs and skeptical investors, the market for initial public offerings seems to be rebounding. A few young companies mulling their own IPOs asked me what communications issues to keep in mind. Here are six considerations:ONE: Start over-communicating now. You can’t be a quiet company that doesn't put out press releases and then suddenly open the flood gates after you’re in quiet period. You'll get slammed for hyping your stock.Establish a routine far in advance of quiet period by issuing announcements about all person
Often, the problems we experience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve their problems it’s probably because the supervisors have solved their problems in the past. Rather than encouraging them to find solutions, these supervisors hand their employees solutions. This behavior drains the creativity from the employee and results in frustration, which leads to reluctance—and eventually refusal—to even attempt to look for solutions.
Part of the reason many managers “solve” their staff’s problems for them is in the interest of time. Managers tend to have more experience with solving problems and have already discovered solutions that work. Rather than cultivating an employee’s ability to think creatively and allowing time for perhaps one or two unworkable solutions before finding a workable one, the manager will just fix it. The result is a staff that brings even the smallest problems to the manager and a manager who becomes frustrated because the staff cannot work independently. This may feel like parenting a group of small children.
Taking from the example of children, children experience a grow
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