All Articles

In many companies, leaders and managers are promoted to their roles because they have, or appear to have, the foundational characteristics of certain leadership traits. They are good communicators: they share the goals of the company, they listen to and understand their employees, and they don’t shy from the difficult conversations. The good ones are mentors, supporters, and advocates. They surround themselves with talent, and figure out effective ways to develop those staff who lag in performance. Promoting these types of leaders makes sense for many companies.

Unfortunately, in sales organizations, this situation doesn’t always exist. Typically, salespeople who are promoted to leadership roles are those who were the best at their trade: sales. They know how to close deals, and as individuals, they brought in the numbers. But the skills that make them good salespeople don’t translate to the same skills needed to be good leaders, and if they don’t change their mindset from that of “best closer” to “best talent developer,” they’re missing out on ways to build an entire team of sales closers for the company, because “coffee is for closers only” – Glengarry Glenn Ross.

Written by Kathy Caprino, M.A., President, Ellia Communications Inc.

I hear from hundreds of women each month asking a fascinating variety of career and work-life questions, hoping for some guidance. But one question emerges more frequently than any other, from women of all walks, levels, and capabilities.

The one question I hear more than any other is, “How can I figure out what my passion is?”

I had a powerful personal experience this week that I think exemplifies the answer to this question and I’d like to share it with you.

I had the wonderful opportunity to attend two important conferences in New York City that opened my eyes to new insights and learnings. The first conference was on business innovation and “disruption,” sponsored by WOBI, and the other was Claudia Chan’s S.H.E. Summit, a global women’s leadership and lifestyle event. WOBI on Innovation focused on the many, multifaceted disruptions that are impacting business today, and the tremendous upside opportunities they present for those flexible and aware enough to both spot and react to them quickly.

In the 2011 movie Horrible Bosses, the main characters declare, “Our lives would be better if our bosses weren’t alive!” Showing blatant hostility, trickery, sexual harassment, discrimination, and abuse, the bosses in that film are, if not complete caricatures of terrible managers, then certainly at the far side of reality’s spectrum.

Still, bad bosses do exist, and even if they aren’t dragging a department or a company down completely, they are surely keeping the unit from truly thriving. While a good boss can inspire a team, instill loyalty, and motivate hard work by making each employee feel valued, a bad one can just as readily generate an environment of discord, cyclical abuse, mistakes, blame, and intolerance—and that supervisor can definitely create a revolving door.

The generational composition of the nation’s workforce is constantly changing, and, at certain times, it seems the landscape creates an entirely new snapshot. Such will be the case by 2020, when nearly half (about 46 percent, by most estimates) of the workforce will be comprised of millennials. Which is a particularly important statistic for today’s leaders, who are, by and large, boomers or gen Xers, with a few veterans still sprinkled in.

Making room for the next generation has often been fraught with some headache: each previous generation embraces different viewpoints and honors different values than the ascending one. Such is certainly the case these days, as millennials make their way into more and more offices, bringing with them new ideas, characteristics, and expectations. It can be a clash at times—“I think there’s a disconnect because older workers come from a time when you have one career for life and corporate loyalty, and millennials just want to make an impact on day one,” notes Dan Schawbel in a study he conducted in conjunction with American Express. A millennial himself and founder of Millennial Branding, a gen Y research and management consulting firm, Dan also points out that one of the best ways to bridge the divide is through effective communication, which includes managers’ setting expectations, particularly regarding how the employee can move through the ranks.

Running a business demands a varied set of important skills and the experience to make the most of these skills. The overall progress of your company depends on your ability to make sound decisions that will grow your business in the long-term by taking prudent and diligent steps in the short-term. One key to managing the success of your company lies in your ability to fill a wide array of roles that are essential to handling each aspect of your business at a level that yields progress. As your company grows and reaches further into the areas that will be instrumental in long-term growth, you will need allies within your company to help manage the expanding workload.
Delegating authority is a critical step every leader must assume in order to ensure all areas of your company’s pursuits are managed effectively and monitored consistently. No one person can do it all, and as such, delegating authority allows a growing business to meet the rigors of increasingly diverse avenues of business while not over-extending talent. Delegating authority is also an important ingredient in drawing out the best and most creative attributes of your managers. Once you have amassed a team of managers that are qualified to help you lead the way toward your company’s goals, delegating greater amounts of authority will enable you to use the combined talents of your managing staff toward a dynamic new direction for your company.