did i provide value the 8 disciplines of the value added leader
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We’ve had the great fortune of working individually with thousands of managers on a similar quest − discovering the fundamentals of efficacious sales leadership. Each of these cherished encounters has provided additional insight into the essence of what separates effective leadership’s “best from the rest.” Through these interactions, we have discovered that the lowest common denominator of effective sales leadership is always providing value from the recipient’s perspective.TRANSCRIPT
We’ve had the great fortune of working individually with thousands of
managers on a similar quest − discovering the fundamentals of
efficacious sales leadership. Each of these cherished encounters has
provided additional insight into the essence of what separates effective
leadership’s “best from the rest.” Through these interactions, we have
discovered that the lowest common denominator of effective sales
leadership is always providing value from the recipient’s perspective.
Managers who relentlessly provide value to every individual in
each interaction achieve success no matter how it’s defined. A direct
correlation exists between managers who passionately work at
providing value and employee respect and appreciation.
Leadership involves guiding others to important destinations which
sometimes call for going beyond the realm of comfort and experience.
This push forward, though necessary, is not always popular. However,
great coaches drive others forward despite the potential friendship
risk. An example of this leadership can be found daily in American
classrooms. It’s not easy to teach reading, writing, and arithmetic, yet
some teachers do this exceptionally well. They make each encounter
with subject matter a memorable and valued experience. They utilize
multiple methods to expose us to valued experiences which guide us
Did I Provide Value?
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along the journey of “I can’t” to “I did it.” Great educators aren’t
concerned with making friendships. Instead, their passion is to help
each student learn and effectively apply the unknowns needed for
success. Managers must also have this mindset to be effective
leaders. Regardless of experience, talent, age, or gender, employees
cherish leaders who strive for their growth and success by providing an
individualized approach. Providing value is the foundation of leader-
ship success. Effectively providing value from another’s perspective is
not easy to execute. Eight compelling drivers are required to provide
individualized value. Great leaders effectively apply each driver to en-
sure coaching excellence. A summary of each critical and
fundamental driver is provided below. Each of these drivers will be
further addressed, including a complete “how to,” in upcoming eBooks.
Although they are listed in no particular order, each is equally
important in providing maximum leadership value.
...we’ve discovered the lowest common denominator of effective sales leadership is always providing value from the recipient’s perspective.
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Accountability – Take It OnEveryone has a behavioral comfort zone. Moving beyond this comfort
zone takes motivation, courage, and persistence. All the unfulfilled
New Year’s resolutions are compelling evidence of how tough this can
be. It can be extremely difficult to get there on one’s own initiative.
Helping an individual move beyond limiting performance beliefs is
sensitive and difficult stuff.
Exceptional leaders are not afraid to assume the role of pushing and
challenging individuals to go beyond their behavioral comfort zones.
They do so by employing multiple methods to determine if the right
activities are happening with the appropriate frequency. They never
miss a chance to tackle an opportunity for improvement or reinforce-
ment. Even though it might be easier and less risky to ignore the
opportunity, the passion for improvement, execution, and mastery
compels action.
People often resist being pushed beyond their behavioral “happy place.”
Valued leaders are not constrained by a desire for popularity. Instead,
they just take it on. They realize respect is earned by helping others to
achieve more than they believe possible.
Remember, the biggest enemy of best is good enough!
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Timing, Not TimeGreat coaches rarely miss an opportunity to make an impact. They are
almost manic about seizing every opportunity to provide help to the
individuals they coach. No matter what is being done, they never waste
a learning opportunity. Timing is more important than time in making
this happen.
Coaching time should only be proportional to what is needed to
accomplish progress. Effective coaches are always cognizant of what
coaching activity can provide the maximum amount of help in the least
amount of time. They know a “just-in-time” coaching action is almost
always superior to a planned, yet delayed response.
Effective coaches do not base their actions on time or time manage-
ment. Instead, commitment drives their priority management. They
find a means to always be in the game. Employees value coaches being
present at precisely the moment of need; effective leaders deliver this
regardless of other demands.
Employees value coaches being present at precisely the moment of need; effective leaders deliver this regardless of other demands.
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It’s All About ThemEffective coaches must possess a passion for helping others. Personal
gratification for a coach is achieved by ensuring others reach their full
potential and are enormously successful. Great coaches make sure
they know what motivates each individual they coach. They then use
this knowledge to make each required behavior make sense from the
individual’s perspective, and show how it ties in to his or her personal
motivations. When done effectively, employees quickly trust their
coach is dedicated to their success.
Great coaches eschew the notion of “one size fits all” and tailor their
communication style and learning methods/activities for each
individual. This leadership “versatility” ensures communication;
positive and negative feedback is effective for each employee.
A coach’s first objective should always be to remove barriers to listen-
ing, comprehension, dialogue, behavioral change, and skill mastery as
quickly as possible.
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Stay With It Until They Get ItHigh performers achieve success under most circumstances. They
know what to do and call upon the knowledge and skills required.
Effective leadership pursues the development of this performance level
in each individual and always keeps this end in mind. Great coaches
understand execution excellence comes from developing high-impact
performers. It is pretty basic − the more people there are doing the
right activities, the more effective the execution is on what matters.
This results in a competitive advantage.
In today’s world of multi-tasking and conflicting agendas, it’s difficult
to develop mastery. Adequate (but not great) performance is often
accepted. Repetitive practice and action is the building block of mas-
tering any concept or task. Unfortunately, personal tolerance for this
effort wanes under the burden of our “get it done now” mentality. Great
leaders ensure their people keep doing high-impact actions and drive
task mastery. They always find creative and brief ways to get in more
Repetitive practice and action is the building block of mastering any concept or task.
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practice. They create opportunities to keep working on essential skills,
even when dealing with a conflicting emphasis. In addition, they check
to make sure required skills are being used. If they aren’t, they quickly
take action to find a way to get these essentials in motion.
Management’s pursuit is to be the best. This pursuit isn’t over until
execution excellence occurs at all times and under all conditions.
Good is not good enough.
Clear ExpectationsEmployees need to know specifically what should be done and how to
accomplish it − vagueness is not an option. Workers want success,
and it’s essential that management provide a clear pathway and the
necessary tools to achieve it.
Expectation clarity requires thoughtful determination of each
essential behavioral requirement. Clear expectations provide certainty;
they are tangible and readily measurable. Used effectively, they can
be the secret to improving personal accountability. Coaches who
consistently provide clear expectations make it easy for their
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employees to self-evaluate and determine if work is being done well.
This, combined with a manger’s ability to reinforce expectations
through multiple communication techniques, provides the foundation
for driving personal accountability.
High-Impact Few
Achieving success requires executing a few fundamental activities
exceptionally well. First, management must determine which activities
are critical. This is done by defining an ultimate target and then
establishing the significant milestones in the process required to
achieve it.
After milestones have been selected, managers must maintain focus
on each milestone individually and ensure it is pursued logically and
completely by applicable staff. Activity for activity’s sake must
not be allowed. Focus is the objective − distraction is not an option.
Remember, the mission is to do a few common things
uncommonly well.
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Ask More Than TellLearning is dependent upon critical, reflective thinking. Increasing
understanding is best accomplished by determining what, how, and
why something is happening.
Managers can best facilitate the discovery process by asking great
questions and telling less. When an individual is learning something
new, establishing direction and explaining how something should be
done requires telling. However, from that point forward the goal is
effective application of the information provided. This requires
conscious understanding, practice, and personal discovery. Managers
must be the facilitators of this process; they must value helping
others understand new concepts for themselves − as self-discovery is
a staple of the learning process.
When purposeful questioning is combined withtimely, useful suggestions, a manager becomes a virtuoso of providing valued assistance.
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Questions drive self-reflection and understanding. When purposeful
questioning is combined with timely, useful suggestions, a manager
becomes a virtuoso of providing valued assistance. In essence, talk
less and say more.
Learn From Each WinSuccess is infectious. People love to repeat what they do well. When
someone “has it down,” you can rest assured that the action will be
completed correctly again and again.
Great coaches love to catch their people when they are doing something
right. When they do, they make a big deal out of it. They want each
individual they coach to know when they have done well. They know
doing so will cause the action to be repeated, simply because it feels
right to the individual to do it again.
Effective leadership requires coaches to be in a position to create and
recognize success. It involves knowing how each individual prefers to
receive recognition. It means establishing opportunities for each
individual to exhibit the proper behaviors. Finally, it requires each
coach to demonstrate an enthusiasm for success.
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Unfortunately, many of today’s managers do not focus on finding
success. They seem to dwell on communicating only what either is not
being done or what is being done incorrectly. It’s important to address
performance issues; all great coaches do. However, instead of criticiz-
ing, they utilize everyday wins to help develop confidence, composure,
and concentration. Effective leaders understand an individual without
the confidence to pursue success is destined for mediocrity.
Valued leaders invite people to enjoy the process, have fun, and
celebrate a task well done. They understand doing so encourages the
characteristics in their people which will help to achieve results.
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Putting It Into ActionWe challenge all managers to ask if they always provide value to each
employee during every interaction, and to make sure they provide value
from the employee’s perspective. Get in the habit of asking, “Did I pro-
vide real value?” after each interaction.
To those managers who consistently provide value, we say bravo! Keep
going and strive to become 100% better as a result of each opportunity.
Remember, the biggest enemy of best is good enough.
To those managers who need to improve their ability to provide value,
start by analyzing current performance in each of the eight coaching
effectiveness areas detailed above. Decide which require the most im-
provement and, one at a time, “Take it On.” Then, “Stay with It” until
you can apply each fundamental concept in any circumstance with any
individual you are coaching.
Half done is not an option. After all, nobody forgets those who truly help.
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About Business EfficacyBusiness Efficacy helps B2B sales organizations “deliver the numbers”
by simplifying the complexity of sales management. For 16 years we’ve
witnessed organizations spend countless resources on traditional
training approaches, “silver-bullet” technologies, and product mar-
keting campaigns with little to show but short-term “blips” in perfor-
mance. We believe sales performance boils down to executing what
matters for your business, and driving the few, highest-impact actions
to get you there. We help sales management define − down to the most
fundamental actions − what their true performance outcomes are, get
the right actions happening in-the-field, and equip managers to sustain
true performance over time.
Visit our website: www.businessefficacy.com
Email us at: [email protected]
Business Efficacy, Inc.
6130 Blue Circle Drive
Minnetonka, MN 55343
952-217-0425
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