Despite the wealth of information available to us these days, many of today’s best and brightest business leaders still make poor decisions. This is unfortunate, because sound decision making is at the heart of every company’s success.
It’s not easy to stop thinking about your own needs and start thinking about the client’s. In fact, it goes against the grain of human nature. And yet, it’s the magic bullet that makes everything else fall into place. Joseph and JoAnn Callaway, authors of Clients First, explain precisely how to make the shift.
One of the greatest misunderstandings in leadership and coaching is the term “micromanaging.” Most leaders never want to be thought of as a micro manager. In fact, it could be considered an insult or weakness of any manager. When micromanaging is used as a coaching or leadership style it will most likely deliver bad results, stifle creativity, limit employees’ self-worth and without a doubt limit productivity. On the other hand when a coach or leader must deal with a bad performer it is imperative to help the employee either become a better performer or help them find a job that is a better fit. Leaders should strive to be a coach who when necessary, uses micromanaging activities to improve specific areas, but uses coaching skills when getting the team ready to win.
Many entrepreneurs kick off their ventures on a budget so lean it’s beyond shoestring; it’s dental floss! That’s especially true in an era where credit is almost impossible to come by. Michael Houlihan, one of the founders of Barefoot Wine, explains how to get the biggest possible bang out of very few start-up bucks.
In a recent survey of over 100 CEOs and their key executives, the first question asked was, “Is hiring top talent critical to the success of your organization?” Not surprisingly, everyone replied, “Yes.” Not simply important, but critical. The follow-up question was, “If it is critical, then how much time each month is spent focusing on hiring, excluding when you are actively looking to fill a position?” Not surprisingly, only three people responded positively.
Your beliefs are a powerful driving force that can work for you or against you. Some beliefs empower you, while others limit you. By becoming aware of your beliefs, you can keep the ones that serve you, weed out the ones that don’t, and choose the ones that will support who you want to be.
Just as there are facts of life that affect us personally, there are facts of business life that affect us as entrepreneurs. Bill McBean shares what he has learned over the course of a successful career to help you avoid common mistakes and steer your company in the direction you want it to go.
There’s a lot of handwringing around the election. And while the outcome could have some impact on your finances, continuing to doggedly rely on the old college-job-401(k) paradigm will hurt you much more. Gregory Downing says entrepreneurship is the only thing that can save us—and he explains how to shift to a whole new way of thinking about work and wealth.
People who invest their money wisely spend more time focusing on the investments with the greatest chance of turning out to be winners. Do you do the same when managing the performance of your employees? If you are like most managers, sadly the answer is that you get caught up spending too much time with low performers who have a fair chance of being acceptable, but not stars. What would happen if you dedicated more time to your employees who are acceptable performers yet exhibit clear signs of being high performers? The answer is that many of these acceptable performers will move into the ranks of high performers.
If you think your customers exist solely to “buy your stuff,” you’re missing a huge part of the picture. Bill Lee, author of The Hidden Wealth of Customers, says your customers are uniquely equipped to influence your product development, sing your praises, and
even close sales for you. He describes seven things they can do better than you.