Solving the Middle Management Breakdown

I believe that when middle managers are able to master management, result breakthroughs are profound and sustainable.

In this episode, I’m going to share with you how to break through what I call the “middle management breakdown”—the block that keeps executives dreams from becoming the reality of the front line’s execution.

If you worry 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.

If you feel like your managers are proficient,

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How to Sequence Success to Create More Success

 

I believe that progress begets progress and success begets success.

In this episode, I’ll show you how you can create a series of successes that opens the way for even more impactful ones.

If you stay up at night thinking about how to drive through a stubborn performance barrier, listening to this episode will give you some solid steps to finally achieve that breakthrough.

If your people are progressing, and you know it isn’t driven by competitive or economic changes but rather solid performance improvements, you’ve come to the right place.

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How to Use Visibility to Drive Performance

 

I believe that 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 already have every employee knowing exactly what high performance looks like, and you have complete visibility on how every employee is doing on the most important things that matter, stay tuned, because I’ll share with you another level of performance enhancement.

On the other hand, you may feel like you really don’t know how every employee is performing every week,

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Expecting and Getting More from Your People

Click HERE to get your copy of “Thank God It’s Monday!”

A young woman came to me after a Kick-Off session recently and said, with tears in her eyes, “I took this job because I had to. Now, after tonight, I WANT to be here.” What changed? She simply saw that the expectations were higher and the dysfunctional behaviors were called just that, and now they all had permission not to allow any of those behaviors ever again.

It is hard to work around self-consumed people. When they see people bash other departments,

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The 7 Habits of Highly Successful Community Bank Managers

It’s crazy-making…

You create a strategic plan, promise the board that you will deliver, and then communicate it to your team. You think you’ve covered all of the bases…but the first month in, the sickening reality hits—you’re already off base.

Sure, the economy is tough. And yes, the competition is doing crazy things.

But your board does not want to hear it, and you know that your days of peaceful existence as an executive are coming to an end…unless you get your management team to perform to the expectations—and they get all of THEIR people to perform.

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