Posts Tagged ‘business management’

Sales Team Management

Michael Gallagher, .

group of business peopleThere are three essential elements of business management; product delivery, revenue development, and financial administration. The process of managing your sales function impacts one of these directly and influences the other two significantly.

Our “Sales Management Difference” program clarifies and directs the outcomes critical to your success by focusing and developing for:

  • need
  • role
  • function
  • skills
  • application
  • growth

The following articles describe our development philosophy, training capacity, and how we can help your business achieve more of its potential.

Developing effective sales management can be a challenge. If you would like to discuss your objectives please contact us.

Business is Growing! What to Watch For Now

Michael Gallagher, .

woman at whiteboardCongratulations! You’re in the enviable position to which all entrepreneurs aspire. Sales are up, you need to hire people, life is good. But of course there are key elements to effectively manage this growth.

“Knowing what needs to change and what you yourself need to stop doing is critical to your ongoing success!” In his book, “What Got You Here Won’t Get You There“, Marshall Goldsmith discusses the need to learn and adopt new skill sets even as you are achieving success. You wouldn’t expect to be doing the same work if you received a promotion in another job. In the same way, the demands of your growing business have just promoted you out of your smaller business and the job has changed. Managing more ….. more production, more customers, more supply chain, more employees is very different from your previous role. Knowing what needs to change and what you yourself need to stop doing is critical to your ongoing success!

Good vs. Good: Managing Conflict Between Reliable Employees

Michael Gallagher, .

Two people sitting across the table glaringConflict is easy to deal with; nothing could be easier. When you know one party is in the right and the other is in the wrong. When you know one party is reliable, truthful, and hardworking, and the other is not. But what happens when valuable employees are engaged in conflict? Whether it is over a specific project or they have clashing personalities, it can be tough to referee these matches. Rather than taking sides, talk solutions.

Managing conflict between two (or more) good employees tends to swing along the pendulum; it is either much easier, or it is much more difficult. The challenge for managers and supervisors is to avoid being seen as choosing sides as far as outcomes and solutions are concerned.

Assessing Your Management

Michael Gallagher, .

PROFIT Magazine asked the CEOs of Canada’s fastest-growing business for their best advice; among several who warn about maintaining a stranglehold on control is this simple suggestion: “Delegate. Your job as a business owner is to grow it, not to run it.” One of the hardest aspects for SME owners is letting go of what they have worked so hard to create, but one of the first things we look at when working with a client is their overall management structure. And is it an obstacle in the way of their progress?

Developing an Employee Recognition Program

Michael Gallagher, .

clapping handsTELUS Communications, a leading Canadian telecommunications company, was named one of Canada’s best employers in 2011. In fact, TELUS’s employee recognition program has been recognized as one of the most effective in the country, earning the Recognition Professionals International (RPI) Best Practices Overall award for their innovative Bravo program. Kendra Innes, leader of TELUS’s recognition team, says, “Providing valued and meaningful recognition, both formal and informal, is key to capturing the discretionary efforts of our employees. It encourages them to do the right things for customers at the right time, ultimately increasing shareholder value.”

Why I Love My Work

Michael Gallagher, .

jars of paintVariety.  There is always something different; I can work with a small startup that is experiencing planning issues or a multinational corporation that is having a breakdown in communication.  I can work with companies that have been in the family for generations or those that were started last year.  Whatever it is, each business, each client, each day, and each project is unique in some way.  There is no one-size-fits-all approach to consulting; at least none that will work.  You can’t phone it in, so to speak.