In our last blog, we spoke about the imperative of identifying high potentials and the tools and processes that can be used. In this blog, we shall focus on the other imperative – the capabilities that high potentials must have and their buy-in to develop themselves on those capabilities.
Business is all about the customer; what the customer wants, and what they get. Generally, every customer wants a product or service that solves their problem, is worth their money, and is delivered with amazing customer service” – Fabrizio Moreira
One of the greatest challenges for the sales force in the VUCA environment is the increased competition and the skills required to tackle those challenges. All businesses have competitors, and in some cases, competition in some industries is so fierce that competitors have to fight for the business of potential customers.
Leadership is unlocking people’s potential to become better” -Bill Bradley
People are the biggest resource in any organization and, therefore, the high potentials are the most valuable ones. In line with the Pareto Principle, research studies done by Indiana University and University of Iowa suggest that a small section of high potentials drive a large proportion of organizational success (1% high potentials drive 10 % organizational results, 5% high potentials drive 25 % organizational results, and 10% high potentials drive 80 % organizational results).
In the professional world, the time around the turn of the century brought with itself a strong inclination to the behaviors of the three Fs – Focused Fast and Flexible.
The mid-managerial leadership is the life force of any organization – driving organizational vision, strategies and results on one hand and managing people, budgets, operational processes and people development on the other. Mid managers are also the force behind any change or organizational restructuring.
Characteristically, a key account is that valuable customer of your’ s whose loss would have a significant impact on your organization’s profits. Hence, Key account management (KAM) isn’t just about winning new business from your customers but changing the very complexion of how you do business with those customers.
Everything changes and nothing remains still you cannot step twice into the same stream” – This deﬁnes today’s leadership development.
It has been well established for decades that the area of the brain we associate with strategic thought is the prefrontal cortex. It is this part that allows humans to process things like -pattern recognition, logical thinking ,probability & risk appraisal, and abstract thinking. It is this part that enables managers to solve problems.
Find out more about developing the skills for yourself, your team and your organisation