Many executives make decisions alone and take credit for every win. Research by Yuan Zou and Ethan Rouen shows how leaders—and their companies—directly benefit when they engage and elevate colleagues. During a 2017 Amgen earnings call, CEO Robert Bradway began answering an analyst’s question, then turned to colleague Sean Harper and said, “Sean, I’ll let you talk about the specifics.”

Frustrated with failed sales strategies? You put together a robust sales strategy—a strategy that you worked extremely hard on and believed to be near flawless—only to see it fail in the long run. Frustrating, right? In my years of consulting, I have rarely (and I mean rarely!) come across a seriously flawed sales strategy. However, I have come across many (and I mean many!) sales strategies which ultimately fail.

You are a modern leader, one smart enough to engage your team, improving their plan by allowing others to contribute to their decisions. Some of your team’s contributions are valuable, with many ideas stemming from their different views and experiences. Because you invite them to own and participate in certain decisions, your team is more committed to the plan.

If your sales reps had an expertly crafted, clear-cut sales process, how much would their sales performance improve? Using a company-wide sales process flowchart gets your whole sales team on the same page. Maintaining consistent sales processes across your team enables you to seamlessly manage sales company-wide and easily refine processes. If your sales reps are clear on the language and steps they need to follow to successfully sell more, your company sales will skyrocket.

Weaving Influence is a full-service digital marketing agency. Since launching 10 years ago, Weaving Influence has helped clients launch more than 150 books, carving its niche in working with authors, thought leaders, coaches, consultants, trainers, nonprofit leaders and speakers to market their services and books. This post is by Ken Blanchard and Randy Conley. Have you and your team been experiencing any change recently?

Let me say first that I know what you’re going through, and I feel for you. The challenges these past two years have been great, and the messages ringing ceaselessly in your ear are deafening, even discouraging. Though there are many refrains, there’s that one that says, in a crisis, that you are the one who is supposed to have all the answers. I know how daunting that feels.

The new world of work that we face in 2022 requires new leadership competencies. For example, many employees are struggling with mental health issues. As leaders, you must develop the competency of emotional intelligence so that you can create authentic and deep connections with your employees and support their mental well-being. In this new video, learn more about this and the other leadership competencies you need to lead in 2022.

Over the past two years, leaders have been put to the test. They’ve had to keep their organizations afloat amid challenges no one saw coming. Executives everywhere have been forced to rethink, restrategize, restructure, and relaunch. The majority have risen to the challenge with determination. Yet despite these efforts, businesses are struggling to retain employees and keep them engaged.

Usually, when we think about thing, we focus on our return, we answer the question, “How do we make things better for ourselves?” As sales people, we focus on our goals, quotas, and commissions. The customer is only a vehicle for achieving those. As leaders, too often, we focus on ourselves and our own goals. Again, our people become vehicles for achieving those–and if they don’t we find others to do so.

You’ve got questions, we’ve got answers. Hi, I’m Kevin Eikenberry, answering the questions that new and frontline leaders ask us. Actually, it’s our goal to help all leaders be more productive, successful, and confident. And this video series is just one way we do that. Today, I’m asking the question. How do I get people to follow me?

At a time when employees are leaving their jobs in record numbers, focusing on the relationship between leaders and direct reports is critical. Having a great boss should be a desirable feature of an organization’s leadership culture. Yet despite earnest attempts in training and development, we have a long way to go. Gallup reports that one in two U.S. adults have left their job to get away from their manager and improve their overall life at some point in their career.

I was delighted to be asked to contribute the following article to the International Journal of Sales Transformation’s special report on “Emerging from the Pandemic”. I chose to focus on issues that I believe B2B sales leaders should be prioritising in 2022. As always, I’d welcome your comments. As we head towards 2022, sales organisations are emerging from a tumultuous two years.

Most sales leaders talk too much about new business development. The truth is: they would be better off yapping less about selling new customers and yapping more about growing existing customers. New call-to-action5 Selling Techniques That Grow Revenue Without Selling New Customers

SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from more than 200,000 business leaders. We run the poll question each week in our newsletter. How effectively do you help your teams arrive at their own solutions rather than giving a solution to them? Very effectively: Almost everything we do is the team’s idea: 17.52%

To start, recognize that entire teams—and not just individuals—require clear feedback.’ Making the leap from individual contributor to manager can be fraught: for the new manager, their direct reports, and the organization as a whole. New managers tend to rise into their position based on past success. But few have the experience or training to effectively manage a high-performing team.