I believe that when middle managers master management, the resulting breakthroughs are profound and sustainable.
In this episode, I’m going to share with you how to overcome what I call “the middle management breakdown”—the block that keeps executives’ dreams from being the reality executed by the front-line team members.
If you’re the kind of leader who worries that perhaps your managers act more like “individual contributors” and don’t do nearly enough to maximize the results of their team members, I’m going to give you some solid executable ideas to get some traction for your managers.
I believe progress begets progress and success begets success.
In this episode, I’ll show you how you can create a series of successes that open the way for even more impactful successes later on.
On the flipside, stumble once and all your hard work up until then could come tumbling down. I’ll show you how to avoid that eventuality too.
If you’re the kind of leader who is up at night thinking about how to drive through a stubborn performance barrier, listening to this will give you some solid steps to finally have that breakthrough.
I believe visibility of what matters DRIVES the changes that matter.
In this episode, I will show you how you can create results that matter—those that impact profitability through visibility systems.
If you’re the kind of leader who has every employee already aware of exactly what high performance looks like and you have complete visibility on how every employee is doing on the important things that matter, stay tuned because I’ll share with you another, higher level of performance enhancement.
If instead, you don’t really know how every employee is performing every week AND if the ones who look busiest aren’t really the ones that drive profit,
I believe almost every person can DOUBLE their productivity at work.
In this episode, I’m going to share with you a process I have used over and over again to not only double but often times quadruple the profit per employee within a few years!
If you’re the kind of executive who feels like your people are already performing…well, you’ll be delighted to see that often those people are the fastest to double and quadruple their productivity.
Or maybe you are one who believes some of your people are on “corporate welfare” and you’ve had it.
I believe people are good and they want to do what they say they want to do. In this video I show you how to align your entire team.
I believe that quality loan growth is one of the top three drivers of sustainable profitability for banks.
In this session, I’m going to show you how you can increase your productivity per lender by 30-40% or more within 12 months by restructuring your lending department.
If you think your team is kicking butt and taking names in securing quality loans at premium pricing. You’re sure it’s because of your team’s execution of a predictable success system and not driven by the competition’s recent mistakes or the economy, you have a great foundation in place. You’ll love this series because it will show you how to get even more traction within weeks.
Most banks focus on what they should do. That’s a good thing. But too few seriously evaluate what they are currently doing that has to stop. Awareness of the common characteristics of low-performing banks can keep you from falling victim to any of these practices before you join the group.
Let’s start with the first four:
1. Keeping Employees Who Have Quit—But Still Come to Work
A massive study by the Corporate Executive Board of 50,000 employees proves that employees who are “true believers”—who value, enjoy, and believe in what they do—displayed 57 percent more discretionary effort and were 87 percent less likely to pull up stakes.
If I had a nickel for every call I’ve received over the years that went like, “Well, we spent about $250,000 on sales training. It helped for a month or two, but to be honest, we didn’t receive any return on investment,” I could bail out the financial sector myself with enough left over for pizza.
We’ve all played the game of Telephone. The leader shares a comment with one person, and the idea is whispered around the room. By the time the last person shares what they heard, everyone roars at how distorted the info is.