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As sellers we are taught to find prospects with a need that matches our solution and then find creative, professional ways to pitch, present, entice, push, market, or somehow introduce our solution to enable them to understand how our solutions will fix their problem. Unfortunately, we fail to close over 90% of the time (from […]
An individual’s manager should seek to provide ongoing performance feedback. This, however, is not always the case. Even high performing managers may, at times, be challenged by time constraints or have so many direct reports that it is not possible to provide each individual the amount of feedback desire. Additionally, the StrategyDriven Professional recognizes that performance is best evaluated by several different individuals, each possessing unique perspectives and having demonstrated competency in the areas to be assessed. Consequently, the professional needs others to provide feedback to cover management’s gaps and provide multiple perspectives.
Organizations are not always what they seem or communicate. That is not to say individuals within the organization are not professional, polite, or enjoyable to work with. Rather, policies governing development, compensation, rewards, and advancement are subject to the overriding biases of the organization’s culture. Consequently, most organizations will outwardly espouse a performance-based recognition and rewards program yet many take obvious action of rewarding individuals on some other basis.
StrategyDriven Professionals are exceptional assets to any organization. These individuals are highly motivated and dedicated to achieving their goals. As such, they pursue a path of continuous growth and improvement; obtaining experiences, knowledge, and skills that, while others may have, few will possess in equal abundance or combination. Thus, these professionals are also commodities.
The StrategyDriven Professional recognizes that a critical combination of knowledge, skill, and experience is needed to ascend into positions of increasing authority and responsibility. Acquiring the prerequisite experiences, however, can be extremely difficult. While many organizations’ succession plan deliberately guides candidates to positions providing the needed experiences sought, these programs are often limited to senior executives and managers. Consequently, individuals with high potential residing lower within the organization or those not having been favored by inclusion within the program may find themselves lacking the immediately apparent means of acquiring the experiences needed to achieve their career goals. Thus, it is important for these individuals to find alternative ways of gaining the critical experiences necessary to achieve their goals.
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