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New Book! THE 60 SECOND SALES COACH

by Keith Rosen on October 21, 2020 with Comments Off on New Book! THE 60 SECOND SALES COACH

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How to Beat Your Real Competition…YourselfHow To Sell and Sales Tips, Sales Training

by Keith Rosen on October 20, 2020 with 1 comment

At some point, I hear from practically every person I’ve ever worked with about the competition in their market. Companies spend so much time trying to outsell, outwit and out price their competition without realizing who their greatest competitor truly is. As such, they focus all of their energy on trying to beat out the …

Tags: cold calling, competition, covid, mindset, motivation, prospecting, remote sales team, sales, sales coach, Sales Coaching, Sales Management, sales tips, salespeople, selling, success

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When New Managers Inherit Old Problems and Management Promises – Part TwoAccountability, Career Advice, coaching salespeople, comunication, Culture, Leadership, Sales Leadership, Sales Management

by Keith Rosen on October 15, 2020 with 0 comment

As a manager who inherited an existing team, you’ve taken the time to set proper expectations to build new, trusted relationships with your team, using the template I shared in Part One. Sometimes, managers just get lucky and inherit a solid, accountable, top-performing team. But what happens when there are people on your newly inherited …

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INTERVIEW With Top Sales World – What Top Managers Are Doing to Lead Successful Teams in a Remote Workplacecareer, coaching salespeople, Communication, Interviews, podcast, Remote Work, Sales Leadership, Sales Management

by Keith Rosen on October 9, 2020 with 0 comment

In this interview with Top Sales World, Jonathan Farrington and I discuss the ongoing reactive scramble companies are experiencing as they desperately try to reinvent themselves. But it begins with your people. As the late, great John Lennon would say, “All you need is love.” Here’s what top managers are doing to lead successful teams …

Tags: Accountability, coaching salespeople, confidence, Goal Setting, love

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How to Build Trust and Synergy When Managers Inherit an Existing Team – Part OneAccountability, career, coaching salespeople, Communication, Culture, leadership, Sales Leadership, Sales Management, selling

by Keith Rosen on September 29, 2020 with 0 comment

There are basically two ways to build a team. Inherit one or build one from scratch. While many managers have the “freedom” to chose whom they want to hire, there are more managers who inherit an existing team, which can quickly lead to mistrust, uncertainty, and fear if you don’t manage your transition with intentional …

Tags: authenticity, bad managers, company culture, corporate culture, remote office, remote team, remote workplace, salesforce, trust, workplace

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Capital One Sales Coaching Interview on Sales Leadership and Bad Management ExperiencesBusiness Coaching, coaching for managers, coaching salespeople, Communication, How to Manage Your Team, leadership, podcast, Sales Coaching, Sales Leadership, Sales Management

by Keith Rosen on September 26, 2020 with 0 comment

Keith Rosen · Capital One Sales Leadership Interview on Sales Leadership and Bad Management Experiences Join me and the talented leaders at Capital One, as we cover topics in this highly engaging and unique interview! Yes, one of the stories I share in this interview is true. When one of my salespeople threw me …

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LOVE Is The Core Value That Drives Business Success and Fuels Cultural Greatness. Are You Ready?Career Advice, comunication, Culture, Family, happiness, HR issues, Insights in Business, leadership, Remote Work, Sales Leadership, Sales Management, selling

by Keith Rosen on September 16, 2020 with 1 comment

Get Ready HR and enablement. Love is now the dominant value in top companies. We’re not talking about interoffice relationships, but what’s needed to achieve the cultural greatness you seek. What was once a taboo word that triggered fear and HR compliance conversations, is now something human resources and enablement need to reconsider embrace, and …

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TMBO TALKS – WNBA NBA Interview on Time Management Life Balance and Creating Your Best Life -Part ThreeFamily, Goal Setting, gratitude, great life, happiness, health, leadership, Life Balance, Life Coaching and Career Coaching, podcast, Sales Coaching, Sales Leadership, Sales Management, Time Management Tips, Videos

by Keith Rosen on September 1, 2020 with 0 comment

TMBO LEADERSHIP SESSION NUMBER ONE TMBO LEADERSHIP SESSION NUMBER TWO TMBO LEADERSHIP SESSION NUMBER THREE Keith Rosen · TMBO TALKS – WNBA NBA Interview on Time Management Life Balance and Creating Your best Life OWN YOUR DAY BOOK: – On Sale! How to Master Time Management and Create Your Best Life Join me for part …

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At some point, I hear from practically every person I’ve ever worked with about the competition in their market. Companies spend so much time trying to outsell, outwit and out price their competition without realizing who their greatest competitor truly is. As such, they focus all of their energy on trying to beat out the wrong competitor.

Consider this. You have no external competition. No, I haven’t fully lost my mind as of yet, so just try this on for a moment. I’m certainly not disputing the fact that there are other companies selling similar products that you are.

What I am suggesting is that the only competition you truly have is you; in other words, your current beliefs or outlook, your mindset, expectations, assumptions and your current way of doing things. While some people may already embrace this notion, let’s explore it on a deeper level.

There are several words synonymous with competition. They are, “Struggle, resistance, disagreement” and “conflict.” “Competition” implies one side working against the other.

The two competing sides that I’m referring to as it relates to each of us are as follows. That which you are comfortable doing and that which you haven’t done or tried consistently as of yet.

In truth, you are really competing against what you did yesterday. You’re competing against the status quo; you’re competing against feeling comfortable and doing what’s predictable with feeling uncomfortable and doing what hasn’t been proven yet.

To illustrate this point, let me share a story about Dave. Dave was the owner of a mid sized company. He had a hard time managing and motivating his team. Like many owners, he was also responsible for selling. He didn’t really have a specific management or sales process laid out. He wasn’t organized and didn’t adhere to any type of daily routine. “Sales were tough,” as he said.

Dave felt his product was a commodity, He felt he was always in reactionary mode, reacting to the changes in the market and to what his competition was doing. As such, his typical approach was to try to sell on price, making it even more challenging to produce the results he wanted, especially since he wasn’t the least expensive option.

Dave and I spent the first few weeks working together crafting a selling strategy and approach he was comfortable with. We developed his MVP (Most Valuable Proposition). He upgraded his mindset and removed some mental barriers that were preventing him from engaging in the activities that yield the greatest return.

We crafted questions that enabled him to uncover new selling opportunities. Dave put together a routine that outlined the measurable activities he needed to engage in on a daily basis. He made one to one time with each member of his team non negotiable and put a process in place to track productivity, progress and their goals.

He even interviewed his team, investing the time in asking them how he can improve and how he can best manage each of his salespeople.

The result? Dave doubled his personal sales volume by the third month of our work together. By the 5th month, his salespeople increased their volume by 40%.

So the question is, did his external competition change during this period of time or disappear from his market? Did the economy dramatically turn around? Did his product’s demand suddenly skyrocket or become more effective and unique? It did not.

Dave accelerated to a higher level of productivity because of the work he did and the things that he can control, which is the path he chose to take as it relates to his development and daily activities.

Dave embraced his biggest competitor which was himself! He turned this adversary into his greatest ally.

For example, if you are responsible for bringing in new business, instead of thinking that every prospect you meet with is a potential sale for you to win, consider that every sale is already yours for the taking. Therefore, each sale is yours for you to lose; not to your competition but to yourself based on how well you develop and manage your selling process and coach your direct reports.

The next time you run up against some resistance when managing or selling, remember Dave. Remember who your competition really is and embrace this as an opportunity to refine how you approach managing, selling and your prospects. Compare your progress today against what you did yesterday, not against what others are doing. This is the only accurate measurement of your growth and evolution.

After all, once you get yourself out of your own way, that’s when extraordinary things happen.

As a manager who inherited an existing team, you’ve taken the time to set proper expectations to build new, trusted relationships with your team, using the template I shared in Part One. Sometimes, managers just get lucky and inherit a solid, accountable, top-performing team. But what happens when there are people on your newly inherited team who expect you to honor the unkept promises made by your predecessor? Avoid getting on the defensive. Instead, just look at this as another coaching opportunity.

Part One

Learn how to coach a team of remote sales champions. Get the 2019 Amazon Sales and Management Book of the Year – SALES LEADERSHIP!

Be Careful What You Ask For

After five years of an incredible track record in sales, Sofia achieved her next career goal; becoming a manager.

Like many new managers, rather than building a team from scratch, Sofia inherited an existing team.

As we discussed in Part One, new managers have the ability to build a strong, trusting foundation with their new team, even if the experience with their prior manager was less than desirable. However, it doesn’t mean everyone will be aligned with, or even trust you or your positive intent.

This was apparent with one of the salespeople on Sofia’s team. Out of the 14 people on her team, the transition with 13 of the salespeople has been going smoothly. Unfortunately, there’s one salesperson, Victoria, who, regardless of how many conversations they have, continues to display a negative attitude, and a lack of trust and resistance to having Sofia as her new manager.

In practically every conversation Sofia has with Victoria, she continually reminds Sofia about the promotion that her prior manager promised her.

So, what happens when you inherit a team, along with the unfulfilled promises made by their prior manager that your new employees expect you to honor?

But YOU Promised!

“What? I promised? I wasn’t even their manager until yesterday!” That may be true. Unfortunately, this is what your new team is thinking. That is, the transfer of power, as well as the commitments made by their prior manager will be honored.

Consider this. Through the eyes of your new team, all managers look the same. In essence, they’re taking the face and the promises made by their prior manager and placing them on you!

It doesn’t matter the promise.

A change in territory
New assigned accounts to work on
A promotion
A salary increase or bonus
A change in their role

Regardless of the intentions of their prior manager, they’ve left a trail of collateral damage for you to clean up in the wake of these unfulfilled promises. Promises that you’re supposedly now responsible for.

Rather than Sofia finding herself in the same redundant conversation that continually puts her on the defensive to come up with all the reasons as to why Victoria can’t get this promotion, she transformed the conversation in a way that reset her relationship with Victoria. Now she can pour a new foundation to build a trusting relationship from the start.

Reset the Relationship Before You Reset the Commitment

First, position the conversation so they’re open to having it with you. Here’s how to set positive intent.

“Are you open to having a conversation about your concerns around your promotion that was promised to you so that we can come up with a new plan and strategy that will enable you to achieve this goal?”

Then…

“I was reflecting on our conversations over the past few months, and every time we have the converation around your career path, we both walk away upset. I don’t want that for you or our relationship.

Now that our regional VP was laid off, and everyone is working virtually, our staffing needs and business expectations have changed. Unfortunately, as much as I wish I could, I do not know when nor can I control when manager promotions will occur, especially as a new manager who’s still learning and adapting to the company culture and how things work.

Here’s what I’m proposing. Rather than focus on the things we can’t control, let’s focus on what we can control that will move you closer to your goal. How about we create a strategy and a path you can follow to start developing as a sales leader. This way, when the opportunity for a promotion presents itself, you will have the skills, acumen, attitude and knowledge needed to thrive in your new management position and avoid the steep, reactive learning curve that will sabotage your time, efforts and results. How does that sound?”

“That sounds good.”

“Of course, the goal here is for you to get this promotion. However, if you feel this process isn’t working for you or you come to the realization that you won’t be able to achieve your career goals here, that’s okay, too. Let’s discuss this so it doesn’t fester. And please know, if you decide this isn’t a fit for you anymore, I support your decision 100% and will help you find another job.”

“I appreciate that. Thanks.”

9 Questions That Demonstrate Support, Realign Trust and Make Disgruntled Employees Happy

These questions not only build trust but uncover many coaching moments! Here are just a few starter coaching questions to get the conversation flowing and productive.

Let’s start from the beginning to ensure we’re aligned around your concerns, frustrations and expectations. Can you walk me through the conversations you’ve had with your prior manager regarding the promises made? (Career promotion, change in compensation, role, territory, time off, vacation, etc.)
How have your prior manager and the company handled this to date, prior to me filling this role?
What is the current status/where did you leave it with your prior manager regarding this promotion?
What did the last conversation sound like?
What expectations do you have of me around honoring these promises made by your prior manager?
What assumptions have you made about (me, the company, this situation, your prior manager)?
If we switched roles and you were in my position, how would you handle this?
How would you describe your ideal manager so I know how you want to be managed, motivated, held accountable and supported?
Here’s an idea. We can either focus on what we can control, or we can focus on what we can’t. How about you and I focus on what we can control and create a plan for you to achieve your promotion around a realistic timeline that I can stand behind and support, okay?

The Plan Ahead

Building off the last question above, schedule on to one meetings to create this career path of progress that identifies all of the KPI’s, skills, knowledge, behaviors, expectations and responsibilities they need to understand, learn and develop that will prepare them for a leadership position, once one opens up.

Now, the relationship can be built on transparency, trust, accountability and collaboration, since you now have a defined path to achieve their goals in a realistic, measurable way.

The best part is, you’ve now become their greatest advocate, coach, and the manager they always wished they had.

⭐⭐⭐ IF MANAGER’S AREN’T COACHING, SALESPEOPEOPLE AREN’T SELLING ⭐⭐⭐

Register for my ONLINE SALES LEADERSHIP COACH TRAINING COURSE. Become the leader you know you can be and coach your remote sales team into sales champions.

If you are still struggling with coaching and building a top performing, accountable remote team who’s achieving their sales goals, email me personally at KeithR@KeithRosen.com to set up a time to chat about having me deliver my remote leadership coach training program for your management team.

In this interview with Top Sales World, Jonathan Farrington and I discuss the ongoing reactive scramble companies are experiencing as they desperately try to reinvent themselves. But it begins with your people. As the late, great John Lennon would say, “All you need is love.” Here’s what top managers are doing to lead successful teams in a remote workplace.

⭐⭐⭐⭐⭐

P.S. – I’m personally taking on 10 coaching clients for my private practice. (I’ll never top coaching leaders, whether in a coach training course or one on one. It’s too much fun and way too rewarding!) If you’re interested, make sure we’re connected on LinkedIn, send me a note, or email me at KeithR@KeithRosen.com and we’ll schedule a call to see if there’s a fit.

There are basically two ways to build a team. Inherit one or build one from scratch. While many managers have the “freedom” to chose whom they want to hire, there are more managers who inherit an existing team, which can quickly lead to mistrust, uncertainty, and fear if you don’t manage your transition with intentional precision. Don’t leave it up to your company to do so. Here’s the coaching talk track and 15 questions that build trust and alignment with your inherited team, and get them excited about having you as their new manager!

Part Two

Learn how to coach a team of remote sales champions. Get the 2019 Amazon Sales and Management Book of the Year – SALES LEADERSHIP!

Are you Inheriting or Assuming an Existing Team?

“Hey, Sara. Rebecca is getting promoted and we need a manager to cover her region. You’ve mentioned wanting to move into management. How do you feel about taking on this new position?”

It’s the timeless conversation and conundrum that new managers find themselves in when inheriting an existing team. They want to do well. They want to be a supportive leader. They want their team to succeed. And they want each person on their team to achieve their sales targets while balancing a happy, healthy life.

Yet, when your new team gets wind of this change, their first reaction is not to embrace you with open arms but to fearfully assume radical change will come.

Reason being, they don’t know you, your expectations, your value, how you manage, if they can trust you, and if you can help them succeed. How do you then absolve these assumptive roadblocks and create or build upon a winning team?

Iron Fist or Coaching Hand?

Don’t expect your people to adapt to your management style. It doesn’t matter how you like to manage people or how you like to be managed.

Great managers seek to understand each person’s individuality, goals, values, motivations, and priorities to align your management style with how they like to be managed.

First Day on the Job? Don’t Do Anything!

Avoid this common, new manager mistake. That is, assume what the company and your team want that’s going to get them motivated, productive, and accountable.

Every time a new manager starts making changes within an existing team and assumes how their adopted team wants to be managed, productivity and sales drop, along with trust and collaboration.

Don’t make changes. Small or drastic. Your people don’t know you and whether your intentions are for the betterment of the team and the company, or you’re operating from your own self-serving agenda.
Don’t make promises to your team or your manager which you have no idea what they entail, thinking you’re demonstrating your commitment to the company’s success.
Don’t overpromise anything. Setting practically unachievable expectations on day one makes it very difficult to maintain these expectations throughout your career.
Don’t assume they need or don’t need your help.
Don’t assume performance, skill, attitude, and especially, trust.

How to Build Trust and Uncover How Your New Team Wants to be Managed

What follows is the coaching coach track and questions to create a healthy foundation where you can develop a “new,” top-performing team, now that you know what they need from you, and what you need from them.

“What I want for you is to feel that you have a manager you trust who will always be there to support you, have your back, and help you achieve your goals. With our aggressive business objectives, there have been a lot of changes within our company and in people’s roles.

This can create uncertainty and fear, become a distraction, and derail the focus on our goals. I know I’ve felt this way when a new manager took over my team.

I’m not going to assume what kind of relationship or experience you had with prior managers, how you like to be managed, your perception of me and my role, or how you want me to support and coach you.

That’s why I’d love to understand how I can be the best manager for you, address any concerns, and ensure we’re aligned to achieve our goals together, in a mutually supportive and productive way.

Also, I’d love to learn how you do things, and the best practices you use to achieve results so that I can learn from you as much as you can learn from me.

Regardless of your experiences with prior managers, are you open to designing our relationship so expectations are clear, we can enjoy working together, and achieve greater success?”

Now that you’ve set positive intent (The Art of Enrollment) and the benefit each person will experience, you have someone who is open and wants to have this conversation.

15 Questions To Create Alignment and Healthy Relationships With Your New Team

These questions not only build trust but uncover many coaching moments!

Let’s start by sharing a little about ourselves, the background of our current roles, and how we would like to work with each other?
How would you deﬁne your role? How would you deﬁne my role?
To avoid sounding redundant, what do you already know about me? What else would you like to know about me?
How have you been managed before?
How would you describe your prior boss’s management style?
What worked? What didn’t work?
What do you wish your prior manager did more of? Less of?
How often did you meet with your manager for one-to-one coaching sessions? What was your experience?
What did you ﬁnd most valuable in terms of how your manager supported and motivated you? Least valuable?
How did their approach align with your expectations around how you like to be managed?
What new expectations, if any, do you have that would make me your ideal manager?
How do you ideally want to be managed (coached, work together, communicate, handle problems, build mutual accountability, etc.)?
Were there any additional goals that were discussed with your prior manager or promises made which we need to re-evaluate? (Career promotion, change in compensation, role, territory, etc.)
What are some of the areas you excel at that I can learn from?
If you were a new manager, what suggestions would you offer in terms of where I should start focusing on first?

If you’re thinking you can use these questions with your current team, you can! But what happens when you inherit a team, along with false promises made by their prior manager that your new employees expect you to honor? I’ll cover this conversation in part two of this two-part series, which you can find here.

⭐⭐⭐ IF MANAGER’S AREN’T COACHING, SALESPEOPEOPLE AREN’T SELLING ⭐⭐⭐

Register for my ONLINE SALES LEADERSHIP COACH TRAINING COURSE. Become the leader you know you can be and coach your remote sales team into sales champions.

Keith Rosen · Capital One Sales Leadership Interview on Sales Leadership and Bad Management Experiences

Join me and the talented leaders at Capital One, as we cover topics in this highly engaging and unique interview! Yes, one of the stories I share in this interview is true. When one of my salespeople threw me through my office wall! I can’t make this stuff up! Listen in, as we also discuss tons of strategies, best practices and insights into what it takes to be a world-class leader in our remote workplace who develop sales champions and a top performing coaching culture.

Get Ready HR and enablement. Love is now the dominant value in top companies. We’re not talking about interoffice relationships, but what’s needed to achieve the cultural greatness you seek. What was once a taboo word that triggered fear and HR compliance conversations, is now something human resources and enablement need to reconsider embrace, and even promote.

Love in the Workplace. HR, Are You Ready?

“Love is the secret to business success and achieving our sales objectives? Keith, are you kidding? That’s exactly what we’re NOT supposed to do or discuss! This sounds like something Human Resources needs to get involved in.”

I get it. Organizations have created many firewalls around love, since it’s most often associated with interoffice relationships and affairs.

The entire landscape of the workplace had changed beyond our imagination. How we work, where we work, the new procedures and compliance policies at work, and how we engage with customers has evolved. Then, it only makes sense for every company to revisit their vision and core values and ask, “Are they still relevant today?”

What is relevant is ensuring you’re embracing love as the new, top company value.

I’m not referring to the typical affiliation I mentioned, but an entirely different way of thinking about the power of love and redefining it in a way that will be embraced by your entire organization in order to create the sustained level of engagement, productivity, success and the company culture you want.

When people say, “This is coming from the heart” or when people talk about empathy, care and the heartbeat of their company, what emotion do you think is fueling this?

Managers and Employees, Living Together?

Our new world requires having managers facilitate and coach in new environments and around unique, critical, and often personal conversations they have never dealt with before.

Compound this with the new office environment and the fact that you’re now living with your team! Not in the physical sense but you’re spending every day virtually jumping from one meeting to the next, and from one person’s remote office or home, and into another.

Today’s calls are now placing managers LITERALLY in their team’s home, and in their remote workspace, as they are in yours!

Because of this changing level of engagement, you have a more in-depth, honest (unless they’re using a virtual background or screen to hide everything) and a clear line of sight into someone’s life that you’ve never had before.

However, how comfortable are you at initiating these types of conversations?

You’re Working In THEIR Home. Are You Ignoring What You See?

Here’s the situation. You’re having a call with Martin, one of your employees. During this particular call, you couldn’t help but notice several concerning observations.

Martin, as you can see in the bottom corner above, showed up to the meeting in a stained, unwashed shirt. He looked as if he hadn’t slept or showered in days. In the background, you notice the absolute chaos he surrounds himself with.

Then, there’s Alice in the top right corner of the picture; the recently divorced account executive who no longer has daycare available for her young children. Alice is now doing her best to be a single mom, balance her responsibilities at home and with her children, while effectively managing her career, as they now are intertwined, and in the same physical location. The stress in her face and body language is difficult to miss.

Finally, Fiona, pictured above, just got out of the shower in her robe, and already has a Bloody Mary in her hand – during at 10am meeting. And, let’s not overlook that she’s multitasking, having another conversation during her video call with you!

The list goes on of what you can observe.

Messy kitchen/home upkeep
Tiny living space with many people
Bills/mail/disarray all over their desk
Living with parents
A pet or children
Stress, mood, being aloof, or engaged
Their office is their bedroom
Background noise

After all, you’re hearing and seeing things in an environment you never had full access to before. THEIR HOME!

Love Has Always Been Your Company Value

Is This REALLY such an organizational value shift? After all, love is one of the essential human emotions. It’s what drives us, it’s what connects us. Love is what builds and binds families, communities, nations, and is the cornerstone of peace. Love is what fulfills us, provides us purpose and meaning, and is what makes our life complete and worth living. Love is energy, health joy, fulfillment, peace, connection, care, and ongoing, positive change. Is there anything here that you wouldn’t want to experience at work?

Apply this to your other family. The family you spend even MORE time with than your family at home. I’m referring to your company and your team.

The best leaders coach from their heart, not from their head.

How Do You Define Love?

How many times have you said or heard someone say, “I love my,”

Manager
Company
Customers
Coworkers
Job
Culture
Team

What’s your first reaction? I sense nothing that would raise an eyebrow with HR.

Yet, most people associate love in the office with, “A feeling a deep romantic or sexual relationship with someone.” Or, “an intense feeling of deep affection.”

Love is also synonymous with:

A passion and pleasure in something. A love for coaching, sports, music.
Care
Treasure
Used to express affectionate approval for something. “I love that idea!”

While love simply takes on a different form, it is still love.

What’s the opposite of love? Here are the most common responses.

Hate
Loathe
Distrust

The opposite of love is also:

Fear
Sadness
Apathy
Scarcity

The question is, would you rather have a culture that’s in the presence or absence of love?

What People Want Most From their Manager

A few months ago, I created this COVID-19 Leadership Audit to get an accurate sense of what people want and need most from their manager. I created two Employee Remote Workplace Surveys, one on LinkedIn and one on Twitter. With over 4,000 responses, the validation is clear. The common theme is screaming out loud but are you and your company listening?

Here are the results. When asked:

“What are the most important characteristics of an epic leader?”

46% of respondents said, “caring, authentic, dependable, trustworthy.”

When asked:

“Now that you’re working remotely, what are you spending most of your time doing/feeling?”

42% of respondents said they’re spending the majority of the time, “feeling stressed, alone and unsupported.”

Do I Need to Go to HR First?

Most managers don’t want to turn a blind eye to what they observe, especially if they feel they can help and support others who are struggling to achieve greater success. Managers want to feel comfortable having certain conversations with their employees, even if it’s out of the realm of their career.

The dilemma is, you’ve gotten zero guidance, training, and coaching from your company, HR, enablement, and your manager, around what the new rules of engagement and compliance are, what you can and cannot discuss with employees, and HOW to go about facilitating these new conversations that no one has ever had before, including every senior leader in your organization.

Many companies have already rewritten their HR policies. What may have been a conversation that would require HR to be present, is now a conversation you can feel comfortable having because everyone is now aligned with the new (and legal) rules of HR, engagement, coaching, and transparency.

12 Coaching Conversations Managers Must Master

What NEW conversations do you need to have that you’ve never had before? Here are 12 conversations and topics managers need to learn how to coach, in order to create a successful team of remote, productive, happy champions.

Interoffice and home conflict
Fear/Stress
Disengagement
Career uncertainty/progression
Confidence
Attitude
Life balance
Time management
Organizing their workspace
Accountability
Setting boundaries (work/home)
Relationships

When Your Managers Says, “I Love You.”

During your next meeting, if your manager ends it with, “We have an awesome team. I’m excited about the success we can create, and I love you,” don’t run to HR. Instead, embrace the new definition of love to make it your company’s priority so that everyone can achieve their goals, and create a career and life that, well, you love.

Keith Rosen · TMBO TALKS – WNBA NBA Interview on Time Management Life Balance and Creating Your best Life

OWN YOUR DAY BOOK: – On Sale! How to Master Time Management and Create Your Best Life

Join me for part three of this three-part sales leadership series with the National Basketball Assaociation (NBA), and the talented leaders of the NBA and WNBA (Women’s National Basketball Association). Learn what the most productive people on the planet do to:

· Reduce your daily workload and protect your time.
· Obliterate your never-ending to-do list.
· Make time your ally rather than your adversary by mastering the inner game of self-management.
· Develop a Personal Navigation System that aligns your routine with your goals, values, and priorities.
· Stop reacting to problems and become hyper-responsive so that you can take charge of your day
· Identify and manage the unplanned events that distract you from your priorities, cause stress, and waste time.
· Coach your direct reports on how they can improve their daily productivity, performance, and personal accountability.

If you want a great life, schedule one.

Search Results for:

New Book! THE 60 SECOND SALES COACH

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How to Beat Your Real Competition…YourselfHow To Sell and Sales Tips, Sales Training

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When New Managers Inherit Old Problems and Management Promises – Part TwoAccountability, Career Advice, coaching salespeople, comunication, Culture, Leadership, Sales Leadership, Sales Management

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INTERVIEW With Top Sales World – What Top Managers Are Doing to Lead Successful Teams in a Remote Workplacecareer, coaching salespeople, Communication, Interviews, podcast, Remote Work, Sales Leadership, Sales Management

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How to Build Trust and Synergy When Managers Inherit an Existing Team – Part OneAccountability, career, coaching salespeople, Communication, Culture, leadership, Sales Leadership, Sales Management, selling

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