Some call it new business development; and at some point, we all called it “sales.” No question – any organization must have sustainable gains in productivity in this area. It’s a No Gap Zone. But what worked 30, 20 even 10 years ago in sales is not effective today. That’s because the client has changed dramatically. It’s no longer about motivating or educating people or becoming their trusted advisor. Consumers are self-motivated to educate themselves to the point that they are inundated with their own research and possible options. They need someone to help them make decisions from an avalanche of information. What they need is an Expert Facilitator of Decision Making.
Are you worried that your current or future “new business developers” have or will have the right skills to be expert facilitators of decision making? Are you concerned that even if you have the right people, you don’t have a program in place to help them become highly skilled as expert facilitators?
It’s more than hiring. Like a business, talent must be acquired in a way that assures the organization that this person has exactly what your Ideal Profile specifies. So, yes, you must develop an Ideal Profile. That means spending time clarifying the role in three dimensions before anybody goes looking. It also requires a process to source, attract, interview, assess, offer, confirm and onboard top talent. No more “gut instinct” methods or backing into a decision - justifying what turns out to be the wrong person … but a likeable person. The time and effort expended by leaders and their key team members on a wrong fit makes this one of the most expensive mistakes in business.
What’s been the cost, over the last 1-3 years, of Wrong Fits in your organization? How long has it been since you evaluated your hiring process to ensure that it is not a one-dimensional trap?
High Performing Teams
When people work together, productivity is the product of good synergy. People working together… whether it’s one-on-one interaction, executive teams, boards of directors or committees. Since synergy can be measured, there is no excuse for any organization to have a gap in a team effort and output. The results of a synergistic team are tangible: you will get more done in less time, achieve more with fewer people and need fewer financial and other resources.
Do you have people who are tasked with working together to produce an outcome? How many teams, departments, committees or other groups in your organization interact with each other? Is Synergy a Key Performance Indicator that you should have in your leadership backpack?
Succession <People> Planning
When are we going to make People an integral part of Succession Planning? What comes to mind when you think about leadership transition? Chances are it’s the strategic, financial and legal aspects. It’s the numbers and agreements side of the ledger - what many call “exit planning.” What about the people side of the ledger? This side includes the successor profile, the potential changes in current roles and accountabilities and the way the new team will integrate successfully so that business moves forward and clients stay put.
What kind of a modus operandi (M.O.) must your successor have? One like yours? Something different? Why? What must the “dynamic equilibrium” of the new team look like to ensure continued performance and profitability?