Recruiting top talent

Psychos in the ranks


Comments (0)
Share:

I have a psychic can opener in my briefcase. I use it every day to figure out what's motivating people - customers, partners, managers, business owners, and employees. I figure out what they need and want; what drives them; what drives them crazy; what they love to do and what they avoid doing whenever they can; what freaks them out and what makes them tick. It's the "people" part of the work I do on systems, processes, and people to increase revenue for my clients.

Revenue and your character: Embracing your inner micromanager


Comments (0)
Share:

When someone in business says, "He's a micromanager," it's not a compliment. They say, "He's a control freak," "he doesn't empower people," and "he's obsessed with details." The common wisdom is that micromanagers are not anywhere near as successful as the more hands-off managers, that micromanagers cannot change, and that they are not destined for the highest levels of management inside corporations.

The common wisdom is wrong. In fact, it's usually a weak defense offered by lazy managers who don't really know the specifics of what they are managing, don't pay attention to detail, don't get things done, and need someone to blame when things invariably go wrong.

The perfect sales manager - part 2


Comments (0)
Share:

Last week we discussed two of the traits of the perfect sales manager: loyalty (first to the customer, then the company, then the sales force), and consistency. This week we will look at the remaining key characteristics. The perfect sales manager is also empathetic, process-oriented and behaves both as a mother hen and a whip-cracker.

 

  • Empathetic

     

    Note that I said empathetic, not sympathetic. When you empathize with someone, you listen carefully and understand their problem, but you retain your ability to make decisions that are not driven by their emotions.

Where have all the good designers gone?


Comments (0)
Share:

Every CEO and entrepreneur has a need for both graphic and website designers. Too bad there are so few good ones out there.

Sure, there are people who say they are designers. And they do, in fact, churn out work for clients. But I'd estimate that only one out of 200 actually know how to solve design problems, have truly satisfied clients, and consistently turn out good, solid work.

What's the problem? It goes back to something a CEO once said to me, about ten years ago. "No one is teaching kids how to think." He was right. Being a good designer means you follow a well-tested process. You gather all the input you need, you prioritize it and analyze it, and then you come up with solutions that meet the requirements.

Why you need a datamaster


Comments (0)
Share:

The people you hire can make a big difference to your revenue growth. That's why I help CEOs find and hire the best people for each position. I've been building a marketing and sales team for one of my clients for the past few years. The people we have found are making a difference. The company's revenues are way up. The marketing and selling efforts are bearing fruit.

 

Zhivago Management Partners
381 Seaside Drive, Jamestown, RI 02835 USA
Kristin@Zhivago.com  401-423-2400
© 2004 - 2014 Zhivago Management Partners
Revenue Journal is a registered trademark of Zhivago Management Partners