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Five Ways Sales Operations can Enable Sales Leadership – Business Operations Performance Management

Five Ways Sales Operations can Enable Sales Leadership – Business Operations Performance Management

by | Oct 14, 2012 | Business, Business Operations, Leadership, Management, Performance, Productivity

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The job of a sales person is to sell – to focus every minute of his/her work day selling – because if he/she is not, then no one else is! But the expectation from a sales person is not just sales, there are myriad activities that are essentially non-customer facing but are necessary – sales strategy, planning, reviews, forecasting, reporting and logging in data in CRM tools, inter-departmental coordination, the list goes on… chipping away into the 2000 hours in the year that the sales person has to sell. Various surveys suggest that almost two-thirds of a sales person’s week is spent doing something other than selling. Less time in front of customer is equal to less sales – simple. And that is where the sales operations function can step in. Sales operation is essentially the processes, infrastructure and administrative support necessary to help a sales organization run effectively, efficiently and in support of business strategies and objectives. There is immense pressure on increasing the sales productivity given the drive for better top-line and bottom-line growth in all organizations, big or small today and the complex selling environment. A good sales operations team if properly structured and empowered can increase rate of sales and repeat sales, cut costs and improve margins all leading to a sales productivity increase.

Sales Operations can do the balancing act between strategy and execution from the annual, quarterly and monthly planning and analysis to the day-to-day support of the sales force – all the while enabling the front line salespeople to meet and exceed their sales and margin quotas. Here are five ways in which sales operations can be the sales productivity accelerators for the sales leadership:

Sales Enabler #1 – Identify the Focus based on the Goal: What is the company’s goal for the period – is it top line growth or bottom line growth? The Sales operations team can work closer to field-facing sales in times when top-line growth is the highest priority or work closer to internal organization-facing operations in times when bottom-line growth is the highest priority. The balance that has to be done here by the sales operations team is not to become a “sales prevention” team nor allow a “cowboy/cowgirl” style of unregulated selling. This is what will drive sales operations focus and roles (great inputs by Eryc Branham here) for the period to support and enable sales leadership. For example – field facing activities like account planning, RFP support, lead generation and field marketing campaigns could take precedence over commission planning, contract vetting and approvals and finance alignment.

Sales Enabler #2 – Provide Knowledge out of the Data: With all the CRM and Social Media tools and technology available to sales today, data collection is not a problem (if you have solved the technology problem that is – Enterprise resource projects are notorious for their low success rates for achieving the intended outcomes – another area where sales operations can support sales leadership in the selection of the right tools, in getting them to perform the way they should and in increasing tool usage and acceptability within sales teams along with ensuring data quality). What is needed is extraction of the right set of data, comparing it against trends and benchmarks and providing  recommendations to the Sales leaders to help them decide the strategic direction they need to take.  Sales Operations can be the expert on and the single source of authentic knowledge for the sales organization.

Sales Enabler #3 – Process Setting and Ownership:  An effective sales process can go a long way in improving the win rate and increasing the repeat sales. A sales process is effective when it balances the needs of three stakeholders – the needs of the customer, the needs of sales person to meet his/her numbers and the needs of the rest of the organization to be able to execute on the sale. The sales operation team can not only help in the creation of the process but also take ownership of its documentation, adoption and implementation and support the sales people through opportunity to a win-win for all stakeholders.

Sales Enabler #4 – Metrics and Dashboards: One of my favorite topics and pet projects. Metrics need to be aligned to business strategy and objectives – metrics should not only measure the past performance but also act as leading indicators into the future and how it is developing over time. The selection of the right metrics (out of the many sales metrics that are used today) for the sales dashboards also depends on the audience. For example, leading metrics for the sales reps would need to be around their pipeline (sales cycle times and win/loss ratios per stage, etc. to determine pipeline volume requirements and key selling strategies). Sales Leaders would need to have consolidated pipeline and trend information and associated metrics (% of stuck opportunities, overall opportunity age, etc) so that they can help their teams achieve the desired outcomes. The sales operations team can model the data and propose the right sales metrics to the sales team and sales leaders based on what insights they need to meet and exceed their performance objectives.

Sales Enabler #5 – Be the Bridge between Sales and the rest of the Organization: The sales team has to be customer facing and focused on selling and winning deals. But, they can’t do this alone – they need the support of many functions (marketing, finance, delivery, legal, etc) within the organization to succeed. The sales operations team can be the liaison between the sales teams and other functions and help trigger a customer focused culture within the organization by reducing inter-function friction. The key here is of course to work towards driving a respect and trust based culture through providing the understanding of each other’s priorities and challenges. Sometime, sales operations will be the advocate and sometimes the buffer to balance conflicting pressures – a less stressed  happy sales engine will be the result.

So in the end, the sales leader should be willing to assign and empower the sales operations team so that they in turn can enable the sales leadership by giving them the gift of time and the necessary insights to achieve the balance between meeting short-term quarterly expectations and the long-term planning needed to ensure the next million/billion dollars.

Where else do you think the sales operations team can enable sales leadership and help the sales force be more effective ? What challenges have you faced as a sales operations professional ? I would love to hear back and learn from you.

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Five Actions that can Turnaround the Corporate Culture – Business Operations Performance Management

Five Actions that can Turnaround the Corporate Culture – Business Operations Performance Management

by | Sep 30, 2012 | Business, Business Operations, Leadership, Management, Performance, Productivity, World of Work

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This company is going nowhere; it is time to jump this ship; I am only here for the pay check; the more things change here, the more they remain the same; I don’t think management really cares about what I think – these are statements that are symptoms of a company that is dying a slow death due to a poisoned culture. This death may not be immediately visible in the top-line and bottom-line results but will definitely makes its impact felt sooner rather than later. In the Deloitte’s 2015 Global Human Capital Trends survey, employee engagement and culture issues exploded onto the scene, rising to become the no. 1 challenge companies face around the world. Organizations that create a culture defined by meaningful work, deep employee engagement, job and organizational fit, and strong leadership are outperforming their peers and will likely beat their competition in attracting top talent.  Exceptional organizations create and sustain a culture that engages and motivates their employees – 83% of executives and 84% of employees rank having engaged and motivated employees as the top factor that substantially contributes to a company’s success. There is a correlation between employees who say they are “happy at work” and feel “valued by [their] company” and those who say their organization has a clearly articulated and lived culture. To be an exceptional organization, companies must focus on the intangible elements of culture-building. So how does one achieve a culture turnaround?

There is still a divide between what executives and employees think influence workplace culture the most (reinforced by multiple survey findings)  – when considering what factors impact workplace culture, executives rank tangible elements such as financial performance and competitive compensation among the highest, whereas those factors were among the lowest for employees. In contrast, employees rank intangible elements such as regular and candid communications, employee recognition, and access to management/leadership highest. And here-in lies the areas where management will and intent can translate into tangible actions that can turnaround the corporate culture, no matter how far eroded, to a point that everyone can proudly say – This (the culture that you want) is in “OUR” DNA.

I have gone through quite a lot of organizational changes myself some of which impacted the culture positively and some that had disastrous consequences. Here are the top five actions that did/do work in triggering afresh energy, enthusiasm and effectiveness in the workplace to turnaround the corporate culture:

Action #1: Figure out what aspect of culture needs to change – And to do this, you have to start with an assessment of your company vision statement. Is your vision statement still relevant to inspire the cultural changes you want? Do people still believe that it is an attainable vision for the company? People need to have hope for the future – is your vision (and core values and desired behavior’s) a common rallying point that are meaningful enough to give people hope and a passion for their work? Don’t make the mistake of acting on perceptions instead of reality. Management and employees need to have a common starting point for a successful outcome to this journey. Do an ANONYMOUS, simple employee engagement survey (you can refer to the kind of questions asked in the Deloitte survey link above) and respect the results.  This will help you influence the organization’s response to your vision statement and values and yield the areas where change is needed to transform into a winning culture.

Action #2: Identify the Influencers in the organization and bring them “in” – Who do people look up to in the organization, whose views do they listen to, who do they respect ? If you can convince these informal influencers on the need for a cultural change and the sincerity behind your intent to change the culture, your battle is half-way won. There will be a cascading effect as Seth Godin says: If you take a group of people, a subgroup of the larger population, and expose them to focused messages again and again, you will start to change their point of view. If you augment those messages with exposure to other members of the group, the messages will begin to have ever more impact. If the group becomes aligned, and it starts acting like a tribe, those messages will become self-reinforcing. And finally, if you anoint and reward leaders of this tribe, single them out for positive attention because of the way your message resonated with them, it will become fully baked in.

Action #3: Start Walking the Talk in Small Steps – Culture is a combination of many small things. It is the way the organization works internally and responds externally. So what better way to reinforce the culture than demonstrating the cultural change that is needed by how you work and respond in everyday interactions? One step at a time. Don’t try to change the entire company at once. Start with one process or workflow and begin the change there through your actions (and resulting success) and then say “This is how we respond together” to drive the change. This is where the business operations team can play a key role to drive the cultural changes in a rapid way by defining and getting the team aligned and in agreement regarding goals, processes and metrics in a way that works for the company and what it stands for.

Action #4: Be Courageous in Weeding out Behaviors that do not align with the Company Culture – Set a time period for the culture changes to take effect. And during this period and especially after this period, be quick, decisive and consistent in addressing the negative influences. As they say, one bad apple spoils the basket – not only do you need to ensure that you hire, promote and reward people not just for skills or performance but for attitude and behavior that aligns with the culture that you want to foster but also help people who are not aligned to be aligned or move them quickly out of the organization. When valued behavior’s are not demonstrated, no matter where he/she is in the hierarchy, there should be consequences that demonstrate that such behavior is no longer acceptable in the organization. This is important to establish accountability.

Action #5: Communicate and Celebrate the Winning Culture – People need to know they are part of something special and unique. And this is where sustained messaging comes in – there are so many inexpensive ways to do this apart from the standard blog, intranet and collaboration tools. Culture is also built in-person with live conversations and interactions.  Creating and retelling of the stories about the company (how it began, turning points, big wins) are important and so are establishing traditions that allow staff to let off some steam, relax and just have some fun (Maniac Mondays, Fun Fridays, Annual Days, Spot Awards – get creative !). Creating an atmosphere that not only fosters but actively promotes open, honest dialogue, transparent communication and great team-building opportunities goes a long way in achieving the culture turnaround that is needed.

You will know your efforts have yielded results when every employee in the organization can state the company’s mission and core values in their own words, when your customer net promoter’s values (NPV) rises, employees praise and encourage each other, internal escalation and long email cc lists are a rarity, and leaders are “connected” to the rest of the organization. Or just walk down the corridors and count the number of smiles that you can see 🙂

“I believe that in a leadership company most people will like their work. But the company will be an even more enjoyable place to work if the culture is designed to make it that way. Leading fosters a working atmosphere that stimulates an open exchange of ideas and fosters dissent. People should show a genuine concern for one another and treat one another with fairness, as peers and friends. With such an atmosphere it should be a pleasure to come to work.” – Marvin Bower, considered as the Father of modern management consulting.

Have you been part of a cultural transformation effort ? What worked and what didn’t to turnaround the corporate culture? I would love to hear and learn from you.

Pic Courtesy : http://www.flickr.com/photos/madfamily/2817211497/

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The Journey from Employee to – Five Mind Shifts that I need to work on

The Journey from Employee to – Five Mind Shifts that I need to work on

by | Sep 9, 2012 | Business, Business Operations, Career, Life, Management, Managing Yourself, Performance, Productivity

Thomas Carlyle said – Go as far as you can see; when you get there, you’ll be able to see farther. 

It has been a few months now since I handed over my employee badge and stepped on to the road less travelled of entrepreneurship. Still surviving and never been happier !

My last blog on this topic elicited a lot of interest and questions and I thought it would be a good idea to take stock of what I have seen so far and share what I have learnt on this journey. While I did know when I started out that my life is going to change in a BIG way, what I probably had not realized as much was that most of the change would have to be in my mindset – my thoughts and approach to situations. HBS professor Howard Stevenson in his book – Breakthrough Entrepreneurship – defined Entrepreneurship as “Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.” And that certainly is a great definition in my case. As a micro-entrepreneur, my access to resources is certainly limited and I am learning how to be resourceful, identify the resources that I do have and find access to the resources that I don’t have.

So here are the five mind-shifts that I have realized I need to make and work on:

Resource #1 Time – Time is more valuable than Money:  It took me around a month to realize that  “time is money” is an advice best ignored as it is a definite trap. I had broken up my working hours into slots that I planned to sell. Then I realized the only way to make more money from my work is to make more time to work. And then days and nights, weekends and weekdays all started blurring into each other pretty soon till I was at a point where I lost track of all time. There are just not enough hours in the day for the work that I want to do and the kind of success that I want to achieve. Lesson learned – I need to learn the art of saying “NO” and also need to systemize my work to achieve scalability. Think about the outcome I want and then work backwards breaking it up into tasks and checklists and documenting all of it so that I create repeatable processes that clients and my team can use to deliver identical results every time–especially when I am not there. This is about moving from the “no one can do it better than me” mindset to “enabling and creating capabilities outside of me” so that I can free up my time and attention for the next level of challenges and opportunities.

Resource #2 Finances – I am my safety blanket: The luxury of a pay cheque at the end of the month is gone – so also is all the benefits and savings towards a pension that got automatically taken care of by my employer. So now the responsibility lies solely with me to ensure that I plan my finances in such a way that I am keeping aside some of the money for the future. Never being very good with personal finances, I have had to give considerable thought to this especially when one of the golden rules of entrepreneurship is to have a nest egg for living expenses and emergencies for at least one year before expanding the business or your lifestyle. This will need a lot of juggling and some level of discipline in me to achieve.

Resource #3 Ability and Skills – I am solely responsible for MY performance and growth: No more annual performance appraisals and goal setting by managers (that’s actually a relief as I have never believed in them anyway). And there is no option of learning on the job as you are expected to deliver from day one as a consultant. So, if I have to grow, it is unto me to take charge of my learning curve while balancing the two points above – time and finances.  I am reading up on goal setting – 30, 60, 90 days plans that will work well for me and my business. I have also created a goal poster for myself to help me visualize my success and urge me forward. I had never imagined that I would end up spending so much time on this area ultimately considering that this was an area I never gave much attention to as an employee.

Resource #4 Technology and Tools – I am my support function: The life-lines of calling up the IT department or admin to take care of my IT or admin needs is over. I have to build up my own support structure so that I don’t waste my precious time on tasks such as creating invoices, backing up data, setting up a LAN, etc. – all business critical functions but not my core competency. I need to concentrate on my strengths and take help on or delegate my weaknesses. Hence the need to investigate the right set of tools and technology to improve my productivity. I also have to look at functions that can be delegated or outsourced with ease so I am keeping a checklist of things and documenting the processes that I need to outsource in the near future instead of trying to do it all myself. That’s another change in thought process that is important in making a smooth transition from employee to entrepreneur.

Resource #5 Being Visible – I am my marketing and sales engine – and that means that I have to move from being an introvert to someone who doesn’t shy away from marketing and legitimately promoting myself – the biggest mind shift that I have to make. This is probably something that I should have been doing as an employee too but I always thought that my work would speak for itself (and it did to some extent). Recognizing my value myself and ensuring that others know it too, never under-selling and pushing back or forward as needed is critical for my business growth. Confidence comes from action is something that I now realize too well – so my to-do list is now almost full of actions that I need to take to make me and my business visible. Sacha Chua – a fellow entrepreneur sums up it up very well in her sketch note here.

So are you in the same boat? What shifts did you have to make in your entrepreneurship journey? What else do I need to re-learn? I would love to hear back and learn from your experiences.

Pic courtesy: http://www.flickr.com/photos/uggboy/5383116954

Five Human Resource Management Must-Dos to boost Productivity and Profits in Global Organizations – Business Management

Five Human Resource Management Must-Dos to boost Productivity and Profits in Global Organizations – Business Management

by | Sep 2, 2012 | Business, Business Operations, Career, Leadership, Management, Performance, Productivity

Trawling through the web today, I chanced upon this gem of a story:

Buddha, one day, was in deep thought about the worldly activities and the ways of instilling goodness in human beings. One of his disciples approached him and said humbly – Oh my teacher! While you are so concerned about the world and others, why don’t you look into the welfare and needs of your own disciples too?

Buddha:   OK.. Tell me how can I help you?
Disciple:   Master! My attire is worn out. Can I get a new one, please?
Buddha found the robe indeed was in a bad condition and needed replacement. He asked the store keeper to give the disciple a new robe to wear on. The disciple thanked Buddha and retired to his room. A while later, Buddha went to his disciple’s place and asked him – Is your new attire comfortable? Do you need anything more?
Disciple:   Thank you my Master. The attire is indeed very comfortable. I need nothing more.
Buddha:   Having got the new one, what did you do with your old attire?
Disciple:   I am using it as my bed spread.
Buddha:   Then.. hope you have disposed off your old bed spread?
Disciple:   No.. no.. master. I am using my old bed spread as my window curtain?
Buddha:   What about your old curtain?
Disciple:   That is being used to hold hot utensils in the kitchen.
Buddha :   Oh.. I see.. Can you tell me what they did with the old cloth they were using in the kitchen?
Disciple:   It is being used to wash the floor.
Buddha:   Then, the old rag being used to wash the floor…?
Disciple:   Master, since the rag was all torn, we could not find any better use, but to use as a wick in the oil lamp, which is right now lighting your study room….
Buddha smiled in contentment and left for his room.

This story struck home – all the more because I am working on an assignment to improve the resource utilization of the unit in various centers across the globe. And isn’t that what resource utilization is all about – connecting the dots in terms of skills, availability, requirements and time frames ?

Given the pressures of the talent shortage prevalent in the market today, resource management has become a business critical function to explore every option and implement strategy to leverage the talent within our organizations to boost productivity and profits. So how do we utilize our best assets optimally in our organizations?

Here are five short-term and long-term approaches that I have seen work and believe are must-dos to build the talent advantage:

Must-Do #1 – Demand forecasting – There needs to be a robust budgeting and forecasting process established to accurately predict resource requirements in line with the business needs. The success of resource management lies in the ability to manage spikes and dips in resource requirements so that there is no impact to revenue or profits due to lack or excess of skilled staff. This can only be done if we have a process in place to arrive at fair estimate of our pipeline into the future (not just for the current quarter but also for the next three quarters) and tie the sales forecasts with the resource planning on a regular basis through smart use of business metrics.

Must-Do #2 – Supply planning – Once you have the demand forecast in place, the supply chain needs to vetted to ensure that we have the right hiring engines to meet short-term as well as long-term needs. For example, hiring of permanent employees and the hiring of contract employees will need different strategies and engines. The supply chain needs to be aware of the demand forecast and the current priorities on a regular basis to effectively plan the sourcing channels as well as capacity building in terms of recruiters, infrastructure and training needs. These two must-dos will go a long way in arriving at a solution to this challenging question:  ‘What skills are needed to deliver on strategic objectives and how to ensure that the right people in the right places at the right time are available?’

Must-Do #3 – Competency development – Look into any HR trends or surveys in the past year and you will find the recurring theme of skills shortage as the top threat to growth and profitability. Lack of available talent means the delay or disbanding of strategic initiatives critical to pursuing new market opportunities or innovative offers. It is extremely difficult to find the “perfect” fits in terms of resources for your important requirements. A fool-proof plan is needed instead to hire or internally source “best” fits and then put them through a skill building plan based on your demand forecast and supply gaps. Any new offer or initiative should only be pursued after vetting the demand-supply gaps and having a competency building plan in place.

Must-Do #4 – Lateral career development – This one is about investing in “your own” workforce – companies need to refocus efforts and investments on first identifying their key talent and then providing them a platform to increase their ability in different areas and stay relevant in this rapidly changing (technology and business models) world. The complexities of a global business environment and the pressing need of trying to do more with less provides the business case of allowing and empowering employees to move laterally across different functions, locations and positions.  Through this, companies can create a core team of multi-cultural, multi-functional generalists who could then become the pivot around which new teams can be built with greater agility. Deloitte terms this model as the “Corporate Lattice” which reframes workplace suppositions, providing a framework to organize and advance a company’s existing incremental efforts into a comprehensive, strategic response—and mindset shift—to the changing world of work.

Must-Do #5 – Skill Repository and collaboration tools – This one is about making resource related information available throughout the important functions of the organization – where access is based on the potential value that people bring in and not on the hierarchy prevalent in the organization.  One of the things that I have found very useful in improving resource utilization is in building a company wide skill repository (a bank, so to say of the human assets) where anyone who has a resource requirement can tap into to see who is available where and when. This greatly improves resource deployment ability moving it from “pockets” to a more global arena. Add to that collaboration tools with some analytic tools thrown in, and soon you offer a space where managers and employees can “manage” themselves leading to tremendous productivity benefits (20% to 25% as per this piece of research from McKinsey)

Whatever the size of your organization, talent management is an area that needs huge attention, thought and planning. One size does not fit all as they say and it is important to create your strategy and build your implementation plan that best suits your nature of business. However, if you focus on aligning your sales plan to your resource plan, build in a process to forecast the future and plan for it, develop the right talent, make resource management a collaborative function instead of a silo and measure using the right metrics and analytics – you will be well on your way to creating the talent advantage for your organization.

 Image courtesy : http://www.flickr.com/photos/elpatojo/312519196/

Five Management or Leadership Styles that should be Banned from the Work Place – Business Operations Performance Challenges

Five Management or Leadership Styles that should be Banned from the Work Place – Business Operations Performance Challenges

by | Aug 5, 2012 | Business, Business Operations, Leadership, Management, Managing Yourself, Office Etiquette, Performance, Productivity

Do you think that every work/office space should have a few punching bags around? Sometimes I definitely feel there is some merit in the idea.  All that violence and stress bottled up inside cannot possibly be good for anyone. Violence, stress, punching bags – does not exactly fit the theme of my blog, Happy in the Now.  But hey – work is not all sweetness and light particularly when you have to work sometimes with people who have the talent of bringing out the worst in you. I have written about the barriers to operational excellence before and about behaviors that are best avoided at the work place. This week’s post is focused on the leadership or management styles that block progress and help no one – not the managers or leaders nor their teams and certainly not the organization.

With great power comes great responsibility – leaders and managers need to keep this in mind in all their daily interactions and do everyone a favor by keeping a firm check on these punch-bag reminder inducing styles:

Management/Leadership Style #1 – Waffling: Here is the dictionary definition of the word and I am quite sure some images/experiences will pop up in your mind:

Waffling – present participle of waf·fle (Verb): 1. Fail to make up one’s mind 2. Speak or write esp. at great length, without saying anything important or useful.

This is the work place equivalent of the Hamlet soliloquy – To be or not to be…be, not be, be, not be– God, can you please make up your mind and move on and let your team get to the work at hand  ?

Management/Leadership Style #2 – Death by Committees: This one starts with – sounds like a good idea, let’s set up a meeting to decide who needs to decide, and invite them to a meeting to decide when it needs to get decided and then set up a meeting to discuss who else need to be invited that needs to decide and then set up a meeting to discuss what we need to decide – hey! Can you please remind me what the great idea was again?

Ok, so I know that there is research that says there is wisdom in crowds but seriously, can we please stop killing all possible innovation and initiative through this inclusive decision-making (read as death by committee) style?

Management/Leadership Style #3 – I am the victim – This style shows up in full bloom when the time comes to take hard decisions and set ownerships.  Some symptoms to diagnose this style is when someone says –  Hey don’t ask me why things are not working because I am just the new person here/the markets are down/whoever drew up the budget or the plan was smoking something/no one supports me/other people don’t know how to do their jobs/ whine whine whine whine whine……

You are a manager or leader because sometime somewhere you did do something right. Can you please stop whining and get your act together again – everybody knows the problems, YOU are the person who has to provide the solution – that is why you are where you are.

Management/Leadership Style #4 – My way or the highway – This is the style of the professional bully who relies on his/her title, or a loud voice, or a threat or other trappings of power to force complete submission of subordinates or colleagues and does so because he/she can, and because that’s the only way he/she knows how to manage.

But seriously, the command and control style of leadership was outdated even a century back – isn’t it time to change your style so that people actually WANT to work for you or with you?

Management/Leadership Style #5 – Divide and Rule –  Best explained in Wiki (derived from Latin: divide et impera) (also known as divide and conquer) is a strategy of gaining and maintaining power by breaking up larger concentrations of power into chunks that individually have less power than the one implementing the strategy. In this case, insecurity rules, the leader/manager’s own insecurity makes him/her intentionally create disharmony, goes about collecting information (the water-coolers sessions equivalent) from team about team-mates, discusses and is dismissive about subordinates in front of their peers and actually pits one against the other. When this happens, the subordinates would obviously not come together as a team and be a threat to his/her security.

Excuse me – but the Cold War is over, can you please stop behaving like a secret agent/playing childish games and grow up and be the fair and trust-worthy leader that your team needs you to be?

We all need to look into the mirror frequently and do some honest evaluation of our leadership and management styles. It is easy to slip and slide and fall prey to the trappings of power – remember the adage, power corrupts and absolute power corrupts absolutely? Introspect, Acknowledge and Change – it is never too late to be the leader or manager we should be (and then the idea of punching bags in the office would become obsolete!)

So did reading my post ring any bells for you? Do you have some “boss from hell” or “the best boss” stories to share? I would love to hear back from you.