Conversations, discussions, meetings, messages, and presentations have long-term consequences.
The caller, early Monday morning, identified herself as the CEO of a large commercial real estate firm. I listened as she introduced herself again, reminding me that we had met a year earlier when she had accompanied her daughter, who had just finished graduate school, to our training centre—to be groomed for her rise to executive management in the family business.
“I need to meet with you today,” the caller said. “Preferably this morning. Can you come here? Or I can come there if I have to. . .”
“What can I help you with? Can you tell me a little more about what the issue is?”
“My life is falling apart. I have to talk to somebody. Now. This morning!” Her voice broke. She sounded like an exhausted young mom with triplets who had just kept her up all night with a bad virus.
“Is it a communication issue specifically or a more general management concern?”
“Everybody who comes through the door has a problem... Either some deal has gone south and they want help, or they do not like some policy. Nobody is happy! Nobody gets along!
My daughter—they will not listen to her. They all still come to me for every little decision. To settle every little dispute. I cannot get away for one minute. I have got to talk to an outsider to get some perspective on all this.”
“Are you talking primarily about work or your family?”
“Both. I just need to talk to somebody now. So do you do that kind of coaching? Can you help?”
“If it is a communication problem with your staff, I can help you with that certainly. I am not a psychologist, and you sound very upset. But I am very willing to rearrange my work schedule and come out to meet with you today.”
“Then send me a proposal... and I’ll get back to you––either later today or tomorrow. Or next week.”
Diese Geschichte stammt aus der June 2017-Ausgabe von Indian Management.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent ? Anmelden
Diese Geschichte stammt aus der June 2017-Ausgabe von Indian Management.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
