If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
What if your prospects and clients have no pain points and no problems?
Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise.
Not long ago, I was working with a sales team helping improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of, “Do you have any particular problems?”
When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges simply withdrew and promised to call again at a later date.
You want to retain just the best in your organization.
Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
In this video, I’m talking why attitude trumps capability.
Here are three things I learned about capability.
- Most people and most leaders are far more capable than they actually believe.
- Most people have the ability to improve their capabilities in some way, no matter where they are starting from.
- It’s rare that it’s capability that limits improvement; rather, it’s the belief in the ability to change things that tends to hold people back.
Based on the above, I’ve developed “Steve’s Attitude Capability Matrix.”
Watch the video below to learn more.
If you want to attract the best people to your company, it’s not difficult. It just requires the courage and resolve. Here are the four things that you can do to make sure you are attracting the best and that you are retaining them.
There IS such a thing as an executive boneyard for those who do not succeed in making a change in business. But that doesn’t mean your bones have to go into it. Even the most obstinate organizations in Japan can be changed — if you do things right.
In this video, I share some of the behaviors that I see in the most successful CEOs who have successfully changed the companies in Japan for the better.
As we emerge from the state of emergency and enter a period of recovery, now is the time to make your business thrive, not just survive. Below are five behaviors of my most successful clients that have helped them hit the ground running and stay at the top of their game.
As I boarded a Japan Airlines international first class not long ago, a flight attendant at the entrance to the aircraft greeted me in Japanese with, “Doctor Bleistein! We’ve been expecting you!” rather than the typical, “Welcome aboard, sir!” in English. Not only did she know my name, but but also that my title is “Doctor” and presumed correctly that I speak Japanese, when typically the presumption would be that I don’t.
After the flight leveled off, I got out of my seat and approached her to ask how she knew all this about me. The flight attendant explained that she Googles all first class passengers on the manifest ahead of time, and in her experience, most first class passengers get a lot of hits. She endeavors to know something about each of the passengers for when she interacts with us.