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| How to Lead Through Disruption Posted: 18 Jun 2012 08:00 AM PDT
The old model of executive leadership often revolved around being able to “stay the course through adversity.” In the age of disruption we’re living in, it’s time to update that model. We need leaders who are far more adaptable and know when to quit earlier, rather than staying the course. This is not to say that we need less committed leaders, but rather, that committing to a strategic vision and position is different than sticking to a course of action. Leading through disruption requires a much keener perception of small changes that might be the signal for big changes — and acting faster. This change in leadership is the difference between leading a team across plains and leading them across a frozen lake. The journey across the plains will be arduous and will require tenacity, vision, and forward-planning — and it’s counter-productive to continually be changing courses and back-tracking. You need a leader with the “stay the course” mindset for this type of journey. Most small and micro business journeys are much more similar to walking across a frozen lake. Urging your team to continue at the same rate in the same direction when you see a crack emerging in front of you spells doom for the entire team and mission. Remaining in place can be just as precarious. The business leaders who will continue to flourish in this century are the ones who embrace the fact that they don’t actually know the right course of action at any given moment, and move their team forward across the ice anyway. Markets are changing faster, business practices are shifting as soon as they surface, and more competitors are entering the market better equipped than they ever have been before. How most of our businesses will look in five years is unimaginable, and not just because the ice is melting or changing — the lake itself is changing. In the world we’re in, “staying the course” just won’t do. Flexibility, observation, and fast communication and coordination are the tools of the successful executive. How are you embracing these tools in yourself — and what are you doing to enable your budding leaders to navigate across the frozen lake your organization is on? Image credit: Alaskan Dude |
| Top 10: Upmarket Articles June 10-16, 2012 Posted: 18 Jun 2012 05:00 AM PDT Today’s top 10 selection is a spectacular set of remarkable business advice, and there’s nothing better for your Monday morning read — along with your coffee, tea, or A.M. pick-me-up of choice, of course. These are our most-viewed articles of last week: Twitter, motivation, human business, writing for the right audience, solving problems, choosing clients, lean startups, achieving greatness, working consciously and leading with social marketing. Choose a few, or read them start to finish — and tell us what you think!
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| Posted: 18 Jun 2012 02:00 AM PDT
When a customer says, "It's not in my budget right now," you could convince him that it is. But what if you said, "That's interesting. People with budgets usually have a plan or goal. Would you mind sharing yours?" By listening to their goals and plans you have an even better idea of where your product fits in, or if it fits in. More importantly, you get to see if the customer really needs your product or not. If they don't, don't sell it to them. You'll only create resentment. If you can honestly show them how your product will help them, you'll create loyalty. But you can't get there unless you listen, really listen between the lines. Forcing round pegs into square holes is possible, but not effective or efficient. Ask questions that get to the heart of the need. Instead of asking, "What kind of car are you looking for?" try asking, "What do you see yourself doing in a car, commuting, shuttling kids to soccer, shopping, hauling?" Get a sense of who your buyer is and what they really need, not just how much he/she has to spend. A smart salesperson listens with their heart. |
As salespeople we're taught how to respond to objections. There are carefully crafted responses to every objection a potential buyer can raise. But skillfully responding to objections isn't the same as active listening. Active listening means understanding the reason behind the objection.| You are subscribed to email updates from Upmarket To stop receiving these emails, you may unsubscribe now. | Email delivery powered by Google |
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