November
2005
Donald Trump would probably agree: Firing poor performers isn't just good for business, it's necessary -- especially if your goal is to continually improve the quality and performance of your sales organization. The hard truth is that each year, some salespeople need to get the ax.
For more than two decades, this global company has delivered at least 20% organic growth annually. Stryker executives attribute this achievement largely to recruiting people who have the right innate talents to drive the business forward. Indeed, attracting and retaining a high-performing and self-motivated workforce is central to the company's corporate strategy.
Too many banks squander the sense of anticipation customers have when they open a new bank account. This moment offers a small but significant window of opportunity for greater emotional and financial engagement -- not to mention for cross-selling.
Want to ensure the success of your organization's future leaders? Then start asking them direct questions that, when answered, will help shape and define the type of leaders they will become.
When a problem arises with a customer, this actually presents an opportunity for a company to improve the relationship, according to the author of Married to the Brand, out this month from Gallup Press. Indeed, a company's integrity is reinforced or even bolstered by evidence that is has a real commitment to its customers.