Tips for Hiring Great People
Written by Roger L. Stalheim
You probably work hard to attract great employees to your company. You want the best! But what does the “best” really mean?
Of course, we all want great people, but the reality is that the definition of “great” is different for every organization, including yours!
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ARTICLE REVIEW: Facing the Unavoidable with Uncommon Courage
Are you, as a business owner or manager facing a leadership adjustment that you know you need to do but worried about the outcome? Today’s article, “Facing the Unavoidable with Uncommon Courage” by Dan Wallace is for you.
Never put the key to your happiness in someone else’s pocket.
ARTICLE REIVEW: Pressure is a Privilege
There are three key take-away’s from Contant’s article: 3 Important Reasons Why Pressure is a Privilege
- Pressure makes us better
- Pressure challenges us to stay honest
- Pressure helps us engage with life more meaningfully
Read the entire article and you will welcome pressure and not run from it. Develop the winners mindset!!
3 Important Reasons Why Pressure is a Privilege by Douglas R. Conant – written on December 16, 2015
One lesson that so profoundly affected how I lead that it merits being further developed was taken from the title of a book by Billie Jean King: the lesson that Pressure Is a Privilege.
The credit belongs to the man who is actually in the arena . . . who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. – Teddy Roosevelt
Pressure is often viewed as a negative force in our lives. Understandably so. Undue pressure can be an enormous cause of stress and turmoil. But each challenge that comes along also presents important questions that test our character, our approach to leadership, and our approach to life: Do we dare to engage in the face of such pressures? Do we have the gumption to give it our all, knowing full well that we may fall visibly short? Do we have what it takes step up to the stresses of life? It has been my experience that it is essential to find a way to respond to all of these questions with a resounding, “yes.”
Image what you will achieve with Blueprint!
Committed to the success of each client, our unique coaching, business knowledge and leadership ability, combined with marketing, sales and operations expertise, enable us to design and implement sustainable solutions. We collaborate with clients to identify specific needs and opportunities, competitive differentiators, and opportunities to increase revenue and profits from existing and new customers – often reducing expenses in the process. Our turnaround experience includes business-to-business and business-to-consumer sales of tangible and intangible products and services.
TAB Members report significant results as a result of working with our Des Moines TAB Coaches: Roger L. Stalheim
- Increased revenue 12% by implementing CRM strategies, marketing and standard operating procedures.
- Tripled sales in the target market and increased average sale by 30% for an entrepreneurial firm.
- Designed and let a multi-million dollar cross-selling program for a large global company.
- Reduced expenses 40% by restructuring customer service functions for a major U.S. company.
- Increased average sale by 35% and created an up-selling strategy for existing customers in a young firm.
- Directed a re-engineering team in design and implementation of consistent customer standards, measures, and balanced scorecard for a multi-national organization.
- Doubled revenue and increased profits 34% for a professional services firm with eight employees and six years of flat sales.
- Increased revenue 102% by expanding market from one to three states and increasing staff from one to three. Revenue is up 20% YTD over last year.
- Increased revenue 116% and the value of the business by 175% across 5 years.
- Achieved 500% revenue growth across five years and overcame stagnant revenues through improving the sales operation.
- Increased sales 300% by designing and implementing a start-up firm’s marketing program.
- Built territory to #2 ranking in North America and top 10 of 400 divisions. Doubled sales in four years.
- Recognized for building district to top 15 of 1800 in U.S.
- Let turnaround from #86 (last) to earning highest honors in only 18 months by building new sales and management teams – ranked #3 of 86 in total revenue and #4 in percent increase.
- Achieved Million Dollar Roundtable for sales and recognized for numerous accomplishments for sales and sales management. Earned DALBAR rated professional designation.
- Led sales turnaround for newly acquired Fortune 500 firm in two years. Met goals in 18 months instead of projected 24 months.
Management Time: Who’s Got the Monkey?
Why is it that managers are typically running out of time while their subordinates are typically running out of work?
Here we shall explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.
Specifically, we shall deal with three kinds of management time:
Boss-imposed time—used to accomplish those activities that the boss requires and that the manager cannot disregard without direct and swift penalty.
System-imposed time—used to accommodate requests from peers for active support. Neglecting these requests will also result in penalties, though not always as direct or swift.
Self-imposed time—used to do those things that the manager originates or agrees to do. A certain portion of this kind of time, however, will be taken by subordinates and is called subordinate-imposed time. The remaining portion will be the manager’s own and is called discretionary time. Self-imposed time is not subject to penalty since neither the boss nor the system can discipline the manager for not doing what they didn’t know he had intended to do in the first place…
This article was originally published in the November–December 1974 issue of HBR and has been one of the publication’s two best-selling reprints ever. For its reissue as a Classic, the Harvard Business Review asked Stephen R. Covey to provide a commentary.