Business Archives

John C. Maxwell: Relationship-Based Leadership

What is relationship-based leadership? How does relationship-based leadership differ from title-based leadership? Relationship-based leadership (also known as permission leadership) is the second level of leadership in John Maxwell’s leadership hierarchy. Maxwell writes that progressing from the first level leadership (title-based leadership) to the permission level means that you have gained some influence over your team members and they now do their jobs because they want to, not because they have to. They transform from subordinates into followers—they go along with you because they get along with you, not because your title coerces them to. In this article, we’ll discuss Maxwell’s

“New Sales Driver”: A Simple Sales Model for Success

What is a sales model? What elements should go into a company’s sales model? A sales model is a framework of processes that a company uses to generate sales. In his book, New Sales Simplified, veteran salesman and sales coach Mike Weinberg provides a three-step sales model designed to generate consistent sales for both businesses and sales reps. He argues that with his model, any salesperson can become a successful “sales hunter.” Below is an overview of the three stages of Mike Weinberg’s sales model “New Sales Driver.”

Leadership Level 3: Results-Based Leadership

What is leadership level 3? What are the key characteristic qualities of a level 3 leader? In Maxwell’s leadership hierarchy, leadership level 3 is the results-based or production leadership. It is at this level that you truly begin to lead and make an impact. To thrive as a production leader, you need to be self-motivated, disciplined, and organized. When your team members see your work ethic, they are inspired to be productive themselves, creating a winning team that attracts other strong workers. In this article, we’ll discuss Maxwell’s leadership level 3, its pros and cons, and what to do to

Organizational Strategic Planning: Think Analytically

What is organizational strategic planning? What factors should you consider when devising a big-picture strategy for an enterprise? Organizational strategic planning is an organizational process of setting objectives and devising a plan for attaining them. According to Richard P. Rumelt, the author of Good Strategy, Bad Strategy, there are three general principles you should adopt when devising a big-picture strategy for your organization: 1) think like a scientist, 2) think like an analyst, and 3) avoid common faulty biases. Keep reading to learn about these guidelines and demonstrate them with real-world examples.

Level Five Leadership: Legacy-Based Leadership

What is Level five leadership? What do you think a leader should do once they’ve reached the pinnacle of the leadership ladder? In John Maxwell’s hierarchy, level five leadership is called the pinnacle leadership or the legacy-based leadership. At this level, people follow you because you have a reputation for developing strong leaders and strong organizations. Pinnacle leadership is about legacy—developing Level 4 leaders so that your organization continues to thrive even after you’re gone. In this article, we’ll discuss Maxwell’s level five leadership, its upsides and downsides, and what to do to thrive at this level.

How to Be Decisive, and Why It Matters to Your Success

What does it take to learn how to be decisive? How can you become a decisive decision-maker? Learning how to be decisive requires ignoring the criticism of others and standing firm on your decisions. This will help you become a better decision-maker. Decisiveness helps you reach decisions quickly and work consistently towards a goal. Read on to learn how to be decisive in your decision-making.

Richard Rumelt: Good Strategy, Bad Strategy Overview

What is Richard Rumelt’s Good Strategy, Bad Strategy about? What makes a good organizational strategy according to the author? In Good Strategy Bad Strategy, Richard Rumelt lays out the essential components of good organizational strategy and the faulty thinking behind a bad strategy. He also describes specific and measurable techniques for designing a focused strategy that gives your organization the best chance of success. Below is a brief overview of Good Strategy, Bad Strategy by Richard Rumelt.

Are You Undermining Your Sales Success?

Are you struggling to get sales? What do you think the issue is? Do you think the problem is systemic (to do with the system) or individual (to do with the people)? According to sales expert Mike Weinberg, if your company’s sales department is struggling to hit its goals, the reasons can be both systemic (to do with the company’s processes) and individual (to do with the sales reps). In his book New Sales Simplified, he outlines possible systemic and individual factors that could be undermining your ability to acquire new business. Here’s a quick look at the issues that

Motivational Success Stories: Living the One Thing

What motivational success stories illustrate the principle of the One Thing? How has a narrow focus spurred success in real life? In his book The One Thing, Gary W. Keller shares several motivational success stories that all have one thing in common. Each success came about because of a focus on One Thing. The One Thing is different in each story, but the common denominator is a focus on one thing at a time. Keep reading for motivational success stories.

Overcoming the 3 Types of Organizational Inertia

What is organizational inertia? How does inertia manifest within an enterprise and how can you overcome it as a business? In simple terms, organizational inertia is when an enterprise becomes “set in its own ways.” According to Richard P. Rumelt, the author of Good Strategy, Bad Strategy, inertia generally falls into one of three categories: 1) inertia of habits, 2) cultural inertia, and 3) indirect inertia. Keep reading to learn about organizational inertia, its types, and ways to overcome it.