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Newsletter

Enhancing Executive Effectiveness
Volume 2, Issue No. 1
January 2001

By

Dan Coughlin

Hope you are having a great holiday season! Since some people argue that January 1, 2001 is the true beginning of the new millennium, let's keep in mind that the way we start this period of time will go a long way toward determining how it all turns out.

This issue will cover four main areas:

  1. Last month's Question
  2. Hot Issue For This Month
  3. Question For Top Performers
  4. Resource Recommendations For Top Performers

LAST MONTH'S QUESTION

Here was the scenario I presented you with last month:

The VP of Sales of a national organization is faced with a dilemma. In the Southwest Region there is a salesperson who is generating extraordinary results. This person has produced a minimum of 25% growth in revenues and profits for three consecutive years. However, the Regional Sales Manager is complaining that this person is upsetting what was otherwise a happy sales team. At every meeting, this individual wants to ask the group tough questions to draw out their best thinking and then to look for ways to combine these ideas together to generate even better ideas. This person's motive in doing this is a belief that the whole organization can be more successful than it has ever been before. The problem is the other salespeople are comfortable with just reporting their numbers, having a light conversation and moving back into the sales mode. The top performer is getting frustrated at the lack of collaboration and is thinking about leaving the company. The VP of Sales is trying to decide what advice to give to the regional sales manager regarding this situation.

If you were the VP of Sales, what advice would you give to the Regional Sales Manager?

Here is an insight from Mike Hoelscher, General Manager of the Residence Inn by Marriott in Dayton, Ohio:

I think a two-pronged approach is necessary.

  1. The Regional Sales Manager should be aware that sometimes upsetting the balance of a work team is integral to overall team success. As a leader, (s)he needs to take responsibility for any shortfalls and work with the team to overcome them. One question would be, what atmosphere has been created and nurtured that allow for the simple reporting of numbers and not any discussion on how they may be improved? Even the happiest and most successful sales team needs to be proactive and aggressive if their intent is to grow market share. Sometimes growth is painful and asking the team to dissect and apply successful strategies might make for individual discomfort, but can often lead to landmark discussion and action toward improvement.

  2. To call ourselves a team means that everyone should take responsibility for what happens to the team...both good and bad. I would suggest that the Regional Sales Manager give this salesperson mentoring responsibilities and encourage them to help develop junior salespeople or sub-par performers. As well, raising the bar on everyone couldn't hurt. I wouldn't advocate consistent recognition of the star...especially if doing so would be detrimental to the rest of the team. This might help spur some friendly competition and ensure that the star performer feels the company is responding to their success, thereby reducing the likelihood of seeking other employment.

Finally, here's something interesting that I ripped out of an in-flight magazine, thought you'd find it interesting:

"People who are good at doing something stop being good when they succeed, because success is rewarded by heaping on responsibilities, such as managing other people. We had a merger, so I have a boss now and I like it. Being freed from those tasks is like going on a 50-mile hike and then taking off your pack ---- you have this feeling that you're lighter than air"

Mike Hoelscher

As usual, the readers have better ideas than the writer. Way to go, Mike!!! My only additional suggestion would be for the regional sales manager to begin each sales meeting with a question like, "If we could change or improve three things that we currently do that would add more value to our customers, what would they be and why did you select them?" Then break the large sales group into small groups of 5-7 people. Then have the two best ideas from each table presented to the large group. This way everyone can learn from each other and the star performer doesn't have to be isolated or looked on as a negative force.

HOT ISSUE FOR THIS MONTH

This month the hot issue is Balancing For Long-Term Success.

There was a time when I thought a person had to have singular focus in order to be truly successful. i.e. Thomas Edison sleeping in his workroom, Mother Theresa living in the streets of Calcutta, Martin Luther King, Jr. concentrating solely on the civil rights movement and so on.

However, I realize today this is not the most effective approach for long-term success. What we bring to our work is who we are as individuals. This includes our intellect, our energy level, our ability to communicate, our demeanor and many other aspects. If we live narrow lives, then we bring a narrow life to our work. If we continually enrich ourselves mentally, socially, physically, spiritually, in our friendships, in our communities and in our family lives, then we bring a more complete person into our work. We have a broader level of understanding and insight to offer other people.

This theme of balance has come up over and over again for me:

Marshall Faulk, running back for the Fenton Rams, wins the NFL's MVP award primarily because he is such an extraordinarily balanced offensive player as a runner, receiver and blocker. He also balances his on the field efforts with his off the field community service.

In the film, Cast Away, Tom Hanks faces a rather unusual predicament. One of the many themes in this film is that he realizes what he gave up by being so fanatical about his work and the efficient use of his time.

In the book, On Writing, Stephen King wrote, "Put your desk in the corner, and every time you sit there to write, remind yourself why it isn't in the middle of the room. Life isn't a support-system for art. It's the other way around."

Recently, I experienced enormous back pain due to tension. The root cause was that I had spent the first two weeks of December trying to force things to happen: move traffic out of my way, accomplish a ludicrously high number of goals, and so on. Then I exacerbated the problem by using negative self-talk and telling myself what a moron I was for forgetting to check my cell phone before leaving for a meeting, for leaving my keys in the rental car, for (well you get the point.) The tension and related back pain went away when I relaxed and spent several days just being with my wife, playing with my daughter, seeing friends and attending several parties with my parents, in-laws, cousins, aunts and uncles.

What makes live worth living and increases the enjoyment we get out of life and the value we have to offer other people is the diversity of experiences, ideas and people in our lives. So I encourage you to take out your January schedule and start dropping in a diverse number of activities and meetings with a wide variety of people. Life is about more than just clients, customers and prospects. The richer our lives, the stronger and more valuable the slice of our life will be that we offer to any single person.

QUESTION FOR TOP PERFORMER

Here's this month's question:

You and your family have been looking forward to a week-long vacation in Florida for three months. Your boss comes to you three days before the vacation and says that he wants you at a very important client meeting next week in Seattle. You explain that you have vacation plans next week with your family. Your boss says, "I'll make it up to you." The last two times the boss said that he gave you a $2500 bonus, but no additional vacation time to make up for the time lost. In three weeks, you have your annual Performance Review and you know that you are in line for a promotion. What do you tell your boss?

RECOMMENDED RESOURCE OF THE MONTH

This month I'll step away from my usual business book (although I have some good ones for you next month) and recommend John Grisham's, The Partner. I could have selected any number of Grisham books or Sidney Sheldon books or a lot of other authors. My point is that a good mystery or suspense novel can take your mind away from the daily activities and let it roam around in a different world for awhile. This is a trick that my wife, Barb, taught me. Reading mystery novels helps me sleep better and be more refreshed for the next day's adventure.

Take care and have a great month and a happy new year!!!

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