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The Number 1 |
GAIN INSIGHT ON
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See Brochure For More Information
The quickest, easiest and most efficient method for managers to diagnose
"how to" improve individual, team and company performance.
BEHAVIORAL HIGHLIGHTS OF PAUL |
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| This section lists the
potential strengths of Paul's behavioral profile. Personalize the information using these
steps: <1> Check mark the boxes of those statements that you think
accurately describe Paul's behavioral style. <2> Cross out the
boxes of those statements that you feel do not describe Paul's behavioral style very well.
<3> Write in comments to modify the statements to make them more
descriptive.
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| Some of
Paul's behavioral strengths may be: q Likes to interact
with many different types of people
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3496 Cornwall Drive NW Canton, Ohio 44708-1154 Phone 330-477-5271 Fax 330-477-5271 www.langworthycompany.com - Page 1 - |
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BEHAVIORAL OVERVIEW PAUL |
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| The following narrative,
based upon the profile responses, provides a general overview of Paul's natural behavioral
style in the environment This section is designed to provide a broad overview of his
natural, most comfortable behavior Paul's actual observed behavior maybe somewhat
different due to modifications based on the demands of the situation, the expectations of
others, and his personal values. Review and discuss the information, deleting the portions
that do not seem applicable and highlighting the portions which may be most relevant and
useful.
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| Paul tends to be highly enthusiastic and receptive to other people. He generally has an easy smile and a warm greeting. He tends to shake hands firmly and maintain direct eye contact. His ready use of wit and small talk may relax most people and may tend to brighten their day. He may seem quite approachable. He tends to be very friendly and trusting. That trust may not be noticeably reduced even if his expectations of others are not met. He tends to maintain a fresh interest in each person. Delays and setbacks may not dampen his enthusiasm or his faith in others. He tends to have the ability to gain the respect and confidence of most of the people he meets.Tending to be rather ambitious, Paul may seek authority and prestige, preferably in the form of an official position within the hierarchy of both work and community organizations. He also may enjoy the various status symbols, both material and psychological, which accompany such a position. He may also seek recognition of his position and his accomplishments from his peers. Paul may use his verbal abilities to paint vivid word pictures which can make the abstract concrete, bring people together, or finalize an agreement. Not surprisingly, he may tend to evaluate others on the basis of their verbal skills. Yet, because of his warm and accepting manner, even those evaluated less favorably generally do not feel rejected. The verbal skills of Paul may be made all the more valuable by his tendency to promote. He may tend to be selling himself, his product or service and his organization most of the time. As a persuader, he may often sway people to his point of view. He may have the ability not only to draw people to him, but to retain them as clients or friends as well. Paul may tend to be highly flexible and tends to expect flexibility in others. This flexibility may make it possible for him to deal effectively with all the change occurring in a complex situation. Or, it may result in the lack of any sustained direction and, perhaps, the absence of desired results. Closely tied to his flexibility is his tendency to function spontaneously in a disorganized environment. However, if he perceives a need to look good in order to meet his goals, he may become very organized. This sudden organization may be superficial (such as cleaning his desk by throwing everything in a box), or it may be substantial, involving some extended effort and preparation.Since Paul basically tends to seek to obtain results through people, he may readily delegate responsibility to others. His tendency for genuine trust in the abilities of others may facilitate such delegation. However, it may also involve a lack of judgement in selecting the most suitable person for an activity, or a lack of adequate supervision or follow up. Paul tends to like variety and change. He may not like to feel hemmed in. He may prefer to be able to move about, talk with people, and generally be free to manage his own work environment. He may become very restless if required to stay in one place very long. He may do whatever he can to avoid such situations. occasion, he may accept the inevitability of the situation. At these times, he may respond by becoming quiet, perhaps taking a mental journey to a more interesting time.By accenting the positive and ignoring the negative, Paul may at times set himself up for difficulties. When things are not going well or he feels pressured for any reason, he may tend to become soft-spoken and easily persuaded. He may too readily accept the statements of the person with whom he is speaking.
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3496 Cornwall Drive NW Canton, Ohio 44708-1154 Phone 330-477-5271 Fax 330-477-5271 www.langworthycompany.com - Page 2 - |
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MOTIVATING FACTORS OF PAUL |
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| People have different
sources of motivation and different goals based on their most preferred behavioral
tendencies. This section lists those factors usually found to be most motivating to
someone with Paul's behavioral tendencies. Some of these factors may not apply to Paul
because he may have to modify his behavior due to his life experiences and values system.
Some of the factors may appear to be contradictory because of the differences in the
tendencies that comprise Paul's behavior. Review and revise as necessary.
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| Paul may
be motivated by:q Situations providing positive interactions with others q Opportunities to verbalize his thoughts and feelings q Environments where two-way dialogue is encouraged q Enthusiastic verbal recognition: "Great!" "Fantastic!" q Immediate verbal feedback q Having his feelings acknowledged q Having control over his work environment q Being able to direct other people's activities q Being offered new opportunities and new challenges q Opportunities for advancement q Rewards for achieving goals q Situations where he is held accountable solely for results rather than for how the results are achieved
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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Learn which environments are conducive for different workers to perform well
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PREFERRED WORK ENVIRONMENT |
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People have different preferences in the environment in which they most prefer to work or live. What one person finds delightful may be intolerable to someone else. This section provides information on what environment Paul might rind most desirable based on his behavioral tendencies. Some of these factors may not apply to Paul or may appear contradictory because of the differences between the tendencies that describe Paul's behavior Review and revise as necessary.
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| Paul
wants an environment which provides: q A fast-moving pace which involves relating to
others with enthusiasm
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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Help a worker improve performance by knowing what they tend to AVOID
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TENDS TO AVOID |
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All people have different situations or activities that they naturally tend to avoid based on a dislike or fear of what is involved in the task or interaction. By knowing what our most likely avoidance behaviors are, we can chose strategies for coping with them and reduce possible negative outcomes such as procrastination. This section lists the activities and situations Paul is most likely to avoid based on his behavioral tendencies. Some of the factors may not apply to Paul. Review and revise as necessary.
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| Based on
dislike, discomfort, or fear, Paul tends to avoid: q Situations
where others may react to him with hostility
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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STRATEGIES
TO INCREASE EFFECTIVENESS |
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This section describes possible actions that Paul might take to modify certain naturally occurring behavioral tendencies to achieve greater effectiveness. Some of these strategies may be already in use, others may represent areas for potential skill development it maybe useful to prioritize the strategies based on the needs of the current environment Review and revise as necessary.
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| Paul would
increase his effectiveness by:q Structuring a
process for completing tasks in an orderly and timely manner q Developing the ability to be firm and direct when dealing with interpersonal conflict q Willingness to hear and consider negative thoughts and feelings of others q Following through on key details on a more consistent basis q Better management of time requirements q Evaluating amount of time spent in meetings and verbal communications with others q Taking more time to think through possible consequences before taking action q Listening and considering the thoughts, feelings and experiences of others q Learning to negotiate outcomes on a win/win basis q Explaining his reasoning process rather than just announcing conclusions q Learning to participate in a group without being in charge q Developing tact and diplomacy in communications and interactions with others q Giving recognition to others for their efforts q Developing a more realistic assessment of people and situations that includes negative and positive and negative information. |
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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Learn what TURNS PEOPLE OFF. Keep demotivators out of the environment.
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DEMOTIVATING FACTORS |
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People have different factors that affect their motivation both positively and negatively. By understanding what these factors are, we can increase the amount of time we are experiencing those conditions that enhance our positive motivation, and reduce the impact of those factors which will reduce self motivation. The following list can be used to create an environment more supportive to positive motivation by managing or eliminating dernotivating factors specific to Paul's behavioral style.
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| Paul may
become demotivated when: q Working in environments with reserved or unfriendly co-workers q Required to meet fixed schedules and rigid time constraints q Working in negative, pessimistic, hostile environments q Required to focus on thinking to the exclusion of feeling q Required to perform routine tasks with attention to detail q His authority is countermanded q His responsibility is diminished q His resources are restricted q Required to do routine activities with little or no variety q Closely supervised q Required to report frequently on activities rather than results q He has no opportunity for advancement
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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BEHAVIOR IN CONFLICT SITUATIONS |
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Most people use behavior conflict situations that can be described as either "fight" or "flight" response based on their natural behavioral tendencies. Some people use a combination of both responses, depending on the intensity or degree of risk involved in the situation. The following describes a range of responses that Paul might use in a conflict situation. These behaviors may have been modified due to Paul's values system and(or life experience. This information will be more help fully reviewed with Paul, ranking the behaviors from most- likely to be used to least-likely.
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| In a conflict
situation Paulq Tends to avoid open,
direct conflict q Tends to become emotionally expressive q May become personally attacking q Tends to minimize negative information q May attempt to placate angry people without addressing the issue q May give in to avoid looking bad or losing approval q May become impulsive q Tends to take a direct, aggressive approach q May escalate levels of aggression q May create win/lose outcomes q May overpower others who then retaliate with covert aggression q Tends to become defensive q May become autocratic, using rank and authority to end the conflict
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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Understand how each work uses various attributes described in the Continuum below.
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BEHAVIORAL
CONTINUUM |
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This continuum displays Paul's potential range of intensity for each of the behaviors listed. This continuum represents potential behavior based on Paul's profile pattern rather than actual, observed behavior. This information is most helpful when discussed and evaluated based on experience with Paul.
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| ACCEPTS -
open, receives willingly
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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SECRETS a manager uses to create POSITIVE RELATIONS with each worker
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STRATEGIES
FOR CREATING A POSITIVE RELATIONSHIP WITH PAUL |
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All people are not the same. A strategy that works very effectively with one person may be disastrous with another. Trial and error learning about which strategies are effective with which person can be very costly in both time and emotion. This section provides a starting point for developing strategies based on Paul's natural behavioral tendencies. By reviewing and discussing the strategies listed for each key behavioral area, you can develop an effective plan for creating a positive relationship with Paul.
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| Creating a Positive Climate for Paulq Show interest in him
by asking personal questions q Provide opportunities to interact with others in a positive, enthusiastic manner q Allow time for discussions where he can verbalize thoughts, feelings and ideas q Accept that he tends not to pay attention to details about tasks q Assist him by following up on details q Listen responsively to him q Accept that he prefers to avoid negative or unpleasant discussions q Accept that he may desire to interact often and with many different people q Provide choices for activities, letting him make the decision q Allow him to direct the efforts of others q Accept his need to compete and win q Give your undivided attention to his interests q Direct more attention to getting results than discussing emotions q Accept his need for variety and change q Let him set the pace for activities How to Communicate with Paul q Paul tends to prefer informal, open-ended discussions in social environments; over lunch or dinnerq Paul desires an opportunity to share experiences, stories and ideas in an enthusiastic, responsive exchange q He may need to be directed to stay closer to the subject under discussion in order to finish within a reasonable time frame q He may have difficulty listening to negative information q Paul tends to prefer direct, to the point communications without a lot of time spent on social chatter q Be prepared to listen to his ideas before moving on to other topics q Tends to practice selective perception, only hearing and remembering that with which he agrees q Consider checking at end of discussion to make sure everything was heard, and stored in memory, by asking him to repeat what he heard How to Compliment Paul |
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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RELATING
TO PEOPLE & ENVIRONMENT |
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This section describes how Paul may tend to relate to other people and his environment based on his natural behavioral tendencies. Some of these behaviors may have been modified or eliminated by Paul due to his life experiences and his values system. Therefore, some items may represent only potential behaviors. Additionally, some of the behaviors may appear to be conflicting because of the range of responses possible for Paul, given the nature of his behavioral style. Review, discuss, and revise the list as appropriate.
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| How Paul
Tends to Communicate q Likes to communicate frequently in person or on the phone in an informal, friendly manner, covering a wide range of subjects q Tends to be spontaneous, fast-paced, and emotionally expressive q May feel most comfortable with people who respond to his emotional expressions q Tends to be most comfortable in expressing positive emotions, using many superlatives - "Great!" "Fantastic" q Likes to talk about his enthusiastic, optimistic plans and dreams q May feel rejected by and/or uncomfortable with people who are more reserved in their expressions, both verbally and non-verbally q Other people may be unclear or confused as to the real issue or the seriousness of the problem because of his lack of directness q May have difficulty being "tough" when situations require a direct, assertive approach q May attempt to placate or cajole people who are arguing, without addressing the issues q May have many discussions with people but fail to follow-up on the actions discussed q Tends to approach all areas of his life with communicating as a priority, wanting to talk about everything q May not be sensitive to other people's preferences in communicating, assuming that everyone likes to talk q May behave in a way that other, more reserved people feel is intrusive · Communicates in all forms: cards, notes, letters, and most of all, in person or by phone q Tends to be direct, factual, bottom-line oriented q Tends to avoid wasting time on small talk or social amenities q Tends to tell others what to do, without being asked to do so q May be so direct and forceful in communicating that others have difficulty asking questions, clarifying understanding, or pointing out problems q May be perceived by others as blunt, cold, or uncaring because of his brief communication style q May have difficulty expressing positive emotions, even though he feels them q Tends to assume that others know how he feels, especially if he told them once in the past q Tends to be impatient, have difficulty listening to long narratives, preferring people to "get to the point' q Tends to be a selective listener, hearing and storing information as it fits his perception q Tends to be uncomfortable with other people's emotional displays, wanting to "fix" the situation or deal with it more "rationally" q May tend to undervalue the importance of frequent, quality communication in maintaining work relationships How Paul Tends to Make Decisions q Tends to use an emotional approach to decisions basing them on a "gut-feeling" q Tends to be optimistic in expectations of people and situations q May respond impulsively and not take enough time to gather information q May unrealistically expect the best, failing to consider possible negative consequences q May avoid making decisions which involve interpersonal conflict, losing approval, or "looking bad" q Tends to be quick, decisive, independent and firm q Tends to be bottom-line oriented, assessing the short-term impact q May tend to take higher risks than are comfortable for others, believing that the potential for big payoffs justify the risk q May fail to consider long-term consequences and fail to think through all the factors in complex situations How Paul Tends to Manage Time q Tends to prefer open-ended structures and flexible schedules q May spend more time on people and processes than on tasks q May have difficulty limiting time spent with people, getting behind schedule on completing activities q May be chronically late q Others may become frustrated and angry at his poor time management q May provide less structure and predictability than is comfortable for others q May want to keep time more loosely structured and fail to commit to a schedule, which may not meet others' planning needs q Tends to operate with a sense of urgency, taking short-cuts wherever possible q Tends to take pride in efficient solutions that allow him to pack a lot into a day q May underestimate time involved in some activities, resulting in cutting things short, potentially missing deadlines q May be critical of others who do not share his sense of urgency or move at the same fast pace q Tends to be impatient with others who desire a more leisurely pace How Paul Tends to Solve Problems q Likes to involve others in the problem-solving process by "bouncing ideas" off them or "brainstorming" q Tends to approach problem-solving on a personal, emotional basis and may become impatient with a more methodical approach q Tends to prefer simple, practical, easy-to-implement solutions q May have difficulty involving others in the problem-solving process because of his impatience and desire for immediate solutions How Paul Tends to Handle Stress q Tends to seek out opportunities to enjoy life, to have fun q May experience stress from too much of a good thing q Tends to be able to forget about negative situations in the past, focusing on positive expectations for the future q Reduces the buildup of stress by becoming emotionally expressive and "blowing off steam" q May find environments of chronic hostility and pessimism very stressful q Reduces stress by interacting with others: laughing, talking, attends social events q May find appreciation & affection from others very effective in reducing stress q May become worn-out from too many social commitments, especially during holiday seasons q Tends to seek out demanding, challenging, fast-paced environments and may not notice the negative impact on his health or relationships q Tends to perceive the environment as being somewhat antagonistic, requiring an aggressive or defensive stance on his part q May be so strongly driven to achieve results that he fails to set realistic limits q May need to work on letting go of the need to control his environment and other peoples' actions in order to reduce his stress q May have difficulty taking adequate time to recover from illness or injury due to a self- imposed sense of urgency q May choose a high level of variety and change, finding predictable routines more stressful than change |
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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Specific "how to's" to manage a worker to increase performance
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STRATEGIES
FOR MANAGING PAUL |
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All people are not the same. A management strategy that is very effective with one person may be disastrous with another. Trial and error learning about which strategies are effective with which person can be very time-consuming and expensive both in the dollar cost as well as the emotional cost. This section provides a starting point for developing strategies based on Paul's natural behavioral tendencies. BY reviewing and discussing the strategies listed for each key management activity, you can develop an accurate, effective plan for managing Paul.
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| DEVELOPING q Use fast-paced, enthusiastic descriptions q Get him involved quickly in new situations so he can begin building relationships q Reduce amount of details to avoid overwhelming him q Check understanding by requiring specific feedback on how-to's of the job q Provide assistance in developing structure for completing tasks q Make him productive quickly q Show him the simplest, quickest, most practical way to get results q Emphasize the key details necessary to get results q Define clearly the limits of his authority MOTIVATING q Provide opportunities to interact with others in a Positive, enthusiastic manner q Allow time for discussions where he can verbalize thoughts, feelings and ideas q Assist in following-up on details q Provide opportunities for visibility and recognition q Provide opportunities to work independently q Allow him to direct the efforts of others q Offer options for achieving goals q Provide challenges, opportunities to "win" COMPLIMENTING q Use enthusiastic public praise for image, verbal ability, and interpersonal skills q Use brief, direct statements, focusing on achievements, results, and leadership abilities COUNSELING q Provide opportunity to express feelings q Acknowledge feelings and direct attention to facts and results q Use open-ended questions (what, where, when, how) to generate specific action plans for change q Focus on obstacles to achieving results and how to eliminate them q Present needed changes in terms of impact on results and consequences q Request solutions from him PROBLEM-SOLVING q Tends to avoid complex, detailed problems requiring follow-up q May need to be coached through a logical, problem-solving process instead of relying on a "gut-feeling" q May have difficulty acknowledging that a problem exists due to his optimistic perception q May need to have actual or potential consequences clearly stated q Tends to take a practical, results-oriented approach, preferring simple, easy-to-implement, immediate solutions q May need to be directed toward considering the long-term consequences q May need coaching in handling complex problems due to a natural tendency to over- simplify in a rush for immediate results DELEGATING q Clarify understanding and acceptance of specific performance expectations and time frame for completion q Establish dates for checkpoints with clear understanding of what is to be completed when q Help structure the process for completing the task, especially when dealing with complexity or assignments requiring a methodical approach q Tell him what result you need and by when; let him determine how to get it done q Specify clearly the limits of authority & available resources, allowing autonomy within those limits CORRECTING q Resist the discussion to how he specifically will improve performance, avoiding extensive discussions about other people and other situations q End discussion with a commitment about what result by when, focusing on the positive outcomes of improving performance and looking good in the eyes of others q Be firm and direct, specifying the desired result as well as current level of performance q Direct the discussion to what he is going to do to eliminate the gap in performance q Define time limits for improvements and state consequences clearly DECISION-MAKING q May tend to avoid making decisions involving negative consequences and/or interpersonal conflict q Discuss how making a decision will reduce negative outcomes in the long-term and how indecisiveness frustrates others and makes him look bad q Tends to make emotion-based decisions, sometimes impulsively based on a "gut-feeling" q Coach on a more logical, fact-based approach to decisions q Tends to be a quick decision-maker q May need coaching in taking time to gather sufficient information and considering possible consequences before making decisions q Point out benefits in taking more time in terms of improved results COMMUNICATING q Tends to prefer informal, open-ended discussions in social environments, such as over lunch q Desires opportunity to share experiences, stories, ideas in an enthusiastic responsive exchange q May need to be directed to stay closer to the subject under discussion in order to finish within a reasonable time frame q May have difficulty listening to negative information q Check to determine whether the seriousness of the discussion was acknowledged |
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LANGWORTHY COMPANY MANAGEMENT CONSULTANTS |
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Without training and management adaptation, here's how your managers lead
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HOW PAUL
TENDS TO MANAGE |
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This section describes how Paul may tend to manage based on his natural behavioral tendencies. Some of these key management behaviors may have been modified due to life experience and Paul's values system and, therefore, represent only potential behaviors. Some of the behaviors may appear contradictory as they represent the different behavioral tendencies that comprise Paul's style. Review and discuss the list, determining which behaviors are most effective in this management environment.
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| COMMUNICATING
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LANGWORTHY COMPANY MANAGEMENT
CONSULTANTS |
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MANAGE EACH SALESPERSON DIFFERENTLY for greater sales results
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MANAGING PAUL IN SALES ENVIRONMENT |
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All people are not the same. A management strategy that is very effective with one person may be disastrous with another Trial and error learning about which strategies are effective with which person can be very costly both in lost time and lost sales. This section provides a starting point for developing sales management strategies based on Paul's natural behavioral tendencies. By reviewing and discussing the strategies listed for each key management activity, you can develop an accurate, effective plan for managing Paul in his specific sales environment.
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| DEVELOPING q Use fast-paced, enthusiastic descriptions of the sales process and how it works with customers q Get him involved quickly in new situations so he can begin building relationships with customers q Reduce amount of details involved in training to avoid overwhelming him q Check his understanding of the information by periodically requiring specific feedback on "how to's" of the job q Provide assistance in developing structure for completing activities that require organization of information attention to detail q Help him become productive as quickly as possible q Show him the simplest, quickest, most practical way to get results and meet his sales goals q Emphasize primarily the key details which will be necessary to get sales results q Define clearly limits of his authority and the resources available to him for achieving sales results MOTIVATING q Provide opportunities to interact with others in a positive, enthusiastic manner q Allow time for discussions where he can verbalize his thoughts, feelings and ideas q Assist him by providing support for following up on details q Provide opportunities for visibility and recognition q Provide opportunities for him to work independently q Allow him to direct the efforts of others for achieving significant results q Offer him flexible options for achieving results q Provide him challenges and opportunities to "win" GIVING RECOGNITION q q Acknowledge persistent optimistic attitude in sales situations that others might find discouraging q Recognize him for enthusiastically involving others q Use brief, direct statements focusing on his achievements, results and demonstrated ability to be a leader in his field q Acknowledge his ability to handle difficult customer situations successfully q Recognize the unique or innovative nature of his thoughts, ideas and/or actions COACHING/COUNSELING q Provide an opportunity for him to express thoughts and feelings after hearing your feedback q Acknowledge his feelings and direct his attention to facts and results q Resist his attempts at side-stepping the discussion by re-directing his attention to the facts q Use open-ended questions (what, where, when, how) to keep the discussion focused on facts rather than feelings q Direct the discussion to how he will improve his sales performance, avoiding extensive discussions about other people and other situations q Discuss specific action plans for changing his sales performance rather than general statements about improving his attitude q End the discussion by determining what result will be achieved by when, focusing on the benefits to him in terms of improved sales results and more recognition from others q Focus discussion on obstacles to achieving sales results and how he can eliminate them q Discuss desired changes in his behavior in terms of potential positive impact on sales results q Reduce his defensiveness by requesting solutions from him q Be firm and direct, specifying the desired result as well as describing the current level of sales performance q Direct the discussion to what he is going to do to eliminate the gap in performance q Define the time limits for improvements and state the consequences clearly COMMUNICATING q Tends to prefer informal, open-ended discussions in social environments, such as over lunch q Desires an opportunity to share experiences, stories and ideas in an enthusiastic, responsive exchange ( May need to be directed to stay closer to the subject under discussion in order to finish within a reasonable time frame q May not pay attention to details of what is being said, and later may be unclear about the facts q May have difficulty listening to negative information q Check to determine whether the seriousness of the discussion was understood q Prefers direct, to-the-point communications without a lot of time spent on social chatter q Be prepared to listen to his ideas before moving on to other topics q Tends to practice selective perception and/or hearing, remembering only that which he agrees q Check at end of discussion to make sure everything was heard and stored in memory by asking him to summarize and restate PROBLEM-SOLVING q Tends to avoid complex, detailed problems requiring follow-up q May need coaching through a logical problem-solving process instead of relying on a "gut-feel" q May have difficulty acknowledging that a problem exists due to his optimistic perception q May need to have actual or potential consequences of the problem clearly stated for him to appreciate the need for a well-thought-out solution q Tends to take a practical, results-oriented approach, preferring simple, easy-to-implement, immediate solutions U May need to be directed toward considering the long term, negative consequences of some solutions q May need coaching in handling complex problems due to his natural tendency to over-simplify in a rush for short-term results q May need to consider that his haste for immediate results may have a negative impact on the overall sales effort DELEGATING q Clarify understanding and acceptance of specific sales performance expectations & time frames q Establish dates for checkpoints with clear understanding of what is to be completed by when q Help structure the process for completing the task, especially when dealing with complexity or assignments requiring a methodical approach q Tell him what result you need and by when: Let him determine how to get it done q Specify clearly the limits of his authority and the resources available to him allowing autonomy within those limits |
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LANGWORTHY COMPANY
MANAGEMENT CONSULTANTS | |