Ask any number of truly successful leaders of today and they will tell you, their success does not come from marking time. They are always in motion – thinking, doing, and leading change for their organizations, their teams and themselves. At the forefront of a successful business leader’s efforts are their company’s vision and acute awareness of how their actions affect that vision.

If you are looking to improve your change leadership skills, perhaps it’s time to get your act together!

Begin by making a regular habit of assessing your own act(ions); take a close look at a day/week/month in the life of you!  Make a list of specific actions you have taken that support the vision. Then, bring it into focus – analyze your list to determine:

- What gaps are evident?

- What actions have I taken (will I take) to close those gaps?

- What areas warrant more focus?

- Who can I turn to?  – What actions do I perform/oversee regularly can be delegated and to whom can they be assigned?

-Which actions prove strongest in moving our vision forward?

-Where is the proof that these actions have impact?

-What benefits (or setbacks) have been (will be) realized as a result of these actions?

-How will I hold myself accountable?

Be agile, use this exercise to stay ahead of the flow – adapt the plans and strategies that keep you and your team moving toward the vision.

Lynda Fleming – Director of Learning & Development, Frontline Performance Group

I have asked a lot of people, what does a good company culture look like?  The most common response I receive is: “you know it when you see it”.  Frankly, I think this is a very accurate answer.  However, what is it that we see that makes us respond in this manner?

I think one reason why we may respond in that fashion is all these organization have something that cannot be tracked, written or heard.  The best company cultures are felt.  The energy in the room immediately picks up your emotional state to a better one the second you are in the same room.  You see smiling faces and energetic activity towards the task at hand.  No one seems to be just going through the motions and you immediately feel a sense of belonging.  It is that sense which gets those people up every day to go to work, not their alarm clocks.

How do you create that in a sales environment?  It all starts with your leadership.  You could hire “A” players all day and fail with a bad company culture.  Sales driven organizations with excellent company cultures often have sales managers out on the floor with their reps.  These managers are very up-beat, carry a positive disposition and communicate constantly with their team.  Recognition is at a high and they lead by example.  They are never afraid to get their hands dirty and do not let their title get in the way.  They’ll excuse themselves from a conversation to go introduce themselves to someone they don’t know and find out then if it is a customer, prospect or potential new hire.  They make their employees feel good everyday and it may be as simple as never being too uptight. 

Take this for example; would you tell your sales reps to take a nap if they felt tired?  Yes, allow them to sleep on the job for a half hour and pay them.  Some studies have actually shown napping increases productivity!  When those employees talk about their organization and reference taking a nap to friends and family, that message is probably delivered in a positive manner.  While most people in life will not work in an environment where “sleeping on the job” is allowed, it is important to recognize the metaphorical message it sends.  It makes that employee feel special, valued and trusted, a few of the many things that may give them that sense of belonging … being an integral part of a greater whole. 

The next time you walk into any organization and the phrase “you know it when you see it” comes to mind about good company culture, pay attention to what is happening.  What is it that you feel and what is it you suppose the employees feel?  What are their actions?  What is different and can any of it be applied to your place of work?  It will take a lot more than allowing naps to create the right culture, but be prepared to get outside conventional corporate comfort zones.

Matthew Pietzak – Area Performance Manager, Frontline Performance Group         

Remember last time we talked about kids playing football on a playground? Well now it’s time to put even more “explicit” detail to how those basic principles apply to organizational success. Sometimes with the fast pace of our modern business climate, it’s not always easy for managers to find time to do the things they really should be doing – getting results with and through the organizational team. Instead of always worrying about “fires” or seemingly endless “crisis” that occur, a focus on these things will create both more time and more productivity for company leaders. Here are five tips to take your organization to a new level of success…

1)    Define the playing field within your organization. What are people expected to do on a daily basis? Make sure you explicitly define –

Conditions of Employment (Things that people are expected to abide by like no stealing company property, having the ability to get to and from work, possibility of working overtime etc.) Conditions of Employment are those “no-brainer” kinds of things that many times get ignored because the assumption is that “intelligent people are just supposed to know that already.”

Minimum Standards of Performance (The exact expectation of productivity and results that must be consistently achieved in order to maintain employment)

Operational Boundaries (Not being late, getting reports done on time, being responsive to communication such as calls, e-mails and texts etc.)

2)    Define what high performance looks like for every specific job within the company. In order to create more buy-in from your team, do this as an exercise where you have everyone write their definition of high performance and then collaboratively put them together in order come up with a succinct statement. This creates lots of energy within the group and people are excited to be a part of defining their role and what the expectations are for them to succeed. This really defines what needs to be done and how it needs to be done every day. These definitions of high performance for every job need to be posted on the wall. Again, they should be clear statements that everyone understands – not amorphous “academic speak” that nobody gets or even cares about.

3)    Once the definition of high performance has been laid out, then accountability needs to be created AND communicated. Everyone needs to understand what the consequences will be for “exceeding the boundaries” or for poor performance. They also need to understand what the possible rewards and recognition will be for achieving high performance and/or going above and beyond the call of duty. Explicitly communicate both the consequences and the rewards so everyone knows exactly what to expect.

4)    Define the goals for the company as a whole and for each department and then communicate these goals with passion. Don’t imply what the goals are because that creates ambiguity. Be explicitly clear what the goals are and talk about them daily in short, five to ten minute “huddles” within each department. These “huddles” should talk about the company vision, mission, values and goals. Pick a value each day to discuss and talk about wins, misses and solutions on the road to achieving the goals.

5)    Make sure that, as a manager, you are consistent with your message. This consistency will make or break your “personal power” within the organization. Personal power is the level of respect and credibility that you earn from employees. Remember that when someone exceeds the boundaries or is performing poorly, they have to be accountable. The number one de-motivator for people in every industry is having to pick up the slack for a poor performer. Be consistent and passionate about communicating the goals, working on the playing field for success and making sure you are “explicit” and not just “implicit”.

So the next time you see some kids playing football in a park, think about the organizational lessons they already know at such a young age. Many times we learn things when we’re young and just forget the basic principles for success. The good news is, we can always re-learn what we’ve lost and, in many cases, the principles are still there. We just have to decide to slow down, think about what works and then actually do it.

Michael Stahl – Senior Performance Manager, Frontline Performance Group

“Good morning Rose” I said to the sales associate as she was opening her register in preparation for the store’s opening an hour from now.  Rose looked at me with an expression that was a combination of bewilderment and shock.  “Great” I thought, “first day at my new store and I’m running around talking to people with my fly open”!  I checked; no, that wasn’t it.  “Is there money missing from your register?” I asked Rose.  “No, I just can’t believe you remembered my name” she replied.  I told her that a pretty name like Rose was hard to forget and then wished her a great day.  As I left Rose and started to walk over to Wanda I thought, in this instance, cheating was the right thing to do.  Let me explain….

A week prior to assuming responsibility for this new location, I spent part of the day with the V.P. I was replacing; she too was moving to a new location.  As she introduced me to the members of, what would soon be my new team, I decided at that moment that I was going to do all I could to remember the name of everyone I met.  I’d always considered myself to be pretty good at remembering names, but I wanted to make an extra effort to nail this one.  After concluding my tour of the store I logged on to the Human Resources system to review the employee listing for the store and tried to associate the face that went with the name of each person I met.  Fast forward back to my first morning at my new store…..before I left my office to greet my new team I reviewed the schedules, by department, for the day.  Once again, I looked for those associates that I met the week prior to ensure I remembered their names.

Why did I put forth so much effort to remember the names of a few dozen employees?  As he writes in his blog Fearless Selling, Kelley Robertson asks “What’s the sweetest sound someone can hear (other than a baby cooing)?  Their own name, of course!”  One’s name is important.  It stays with us from birth to death.  We work hard to protect “our good name”.  Unfortunately, many leaders invest little, if any time in quickly learning the names of the associates they are relying on for their success as well as the success of their organization.   How often have you heard the excuse “I’m not good with names”?  When I hear that it’s like nails on a chalkboard (if you don’t know what a chalkboard is, ask your parents).  What the person is really saying is I don’t have the listening skills, or the patience, to remember people’s names.  Remembering someone’s name show’s you care; you believe they are important.  Whether you are assuming a new position in your current company, like I was, or starting a new job with a new company, building employee engagement is critical to your success.

In my earlier post “Your Customer’s Must Come Second” I sited the Gallup organization’s work on employee engagement.  They identified one of the key tenets of employee engagement; “My supervisor….seems to care about me as a person”.  Before you can show people “you care” in other ways, start with learning their name.

I confess; I’m not some guru that has an innate gift of extraordinary memory.  By looking at employee name lists and schedules I guess you can say I cheated.  So what?  The ends clearly justify the means in this instance.  I’m giving you permission to cheat too.

Lee Silverstein – Managing Partner, Frontline Performance Group 

As it is with many firms, ours is made-up of individuals from diverse backgrounds with exceptional talents.  We have a singular goal, that is to guide organizations to creating, and sustaining profitable service based sales cultures.  However, as we grow our practice in types of industries, number of clients and staff, so grows our diversities.  In fact, one of the few constants in our organization is a principle practice model we call the KPE (Khoury Performance Equation); it is our business blueprint designed to optimize sales and service performance through three primary areas of actionable focus:

- Creating The Right Environment

- Ensuring The Right Personnel Fit

- Executing The Right Action

A few years ago, I embarked on a mission to aid our team in developing more synergy in the area of application of that blueprint. The mantra for this initiative … Synergetic Diversity.  This tenet, Synergetic Diversity, can be defined as being a system of “pooling” differences (i.e. cultures, economies, industries, experiences, etc) to act as a whole toward one common goal.  When well practiced, it creates cohesive movement – it becomes a structured yet fluid dance.

Regardless of your industry, products, staff experiences or customer base, a synergistic approach to key tasks and initiatives brings a unified fluidity to your team’s efforts, maximizies performance and bottom-line results.

Below is a quick exercise to ensure your business initiatives remain on task. 

• Make a list of a few critical principles or practices that should exist across all verticals.
• What are some of the diversities that are affecting your objective, “total installation” of those principles or practices in our organization and/or with your clients? 
• What synergies in behavior (performance) among your team and/or your clients must exist to ensure success of the objective?  
• If there are critical synergies that do not currently exist, what is you action plan to address them?

Diversity is a component of success in today’s global business community. Use this exercise to gauge the synergy of your team’s efforts toward sustainable profit and growth. 

Lynda Fleming – Director of Learning & Development, Frontline Performance Group