136 Posts found for Source: Gallup Management Journal

You should hire for talent from day one. If you are just hiring based on experiences and don’t have a good handle on the level of your company’s talent needs, it becomes a lot harder to prepare employees for leadership roles.

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

Developing a [succession] plan in advance gives you time to react and develop more leaders. Take the CEO position, for example. You might identify three viable candidates, which is a good rule of thumb for filling any key role. But during the succession planning process, you might discover that none of the three candidates you’ve identified are ready for the role. You can then speed … [ Read more ]

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Corporate Governance, Human Resources, Succession Planning

You can develop a high-performance organization by making the company stronger every time you move an employee, either via a promotion, a lateral move, or when a person leaves the organization.

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

There are five key dimensions of leadership: direction, drive, execution, influence, and relationship. To be a leader, you must be talented in these five dimensions. Does the presence of those talents make you a leader? No. It increases your probability of being successful as a leader, but you also need key experiences. Having enough key experiences combined with innate leadership talent gives you high predictive … [ Read more ]

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subject: Leadership

Holding onto a customer has never been harder — or more important. Proprietary Gallup research shows that the key to wooing customers isn’t price or even product. It’s emotion. Here’s how to win over fickle customers and make them love you for life.

Editor’s Note: discusses the Gallup CE11 (Customer Engagement) tool.

Content: Article | Author: Alec Applebaum | Source: Gallup Management Journal | Subjects: Customer Related, Marketing / Sales

[The hubris] hypothesis was proposed by a famous professor of finance to explain why so many mergers and acquisitions among large firms fail. The idea is that you look at the other firm, and it seems to be floundering. So you think, “Oh, those managers are inept — I could do better.” That motivates you to buy their company, usually at an inflated price, because … [ Read more ]

Content: Quotation | Author: Daniel Kahneman | Source: Gallup Management Journal | Subjects: Organizational Behavior, Personality / Behavior

The results of our encounters are rarely neutral; they are almost always positive or negative. And although we take these interactions for granted, they accumulate and profoundly affect our lives. Great managers know this and see every interaction as an opportunity to engage.

Content: Quotation | Authors: Jessica Tyler, Tom Rath | Source: Gallup Management Journal | Subjects: Communication, Leadership, Management

The biggest threat to an organization’s success isn’t necessarily the competition — often, it’s the fear that lives within its own walls. That fear leads to all sorts of problems and causes people to believe that they need to create walls and barriers to protect themselves, even though those walls and barriers make it harder for others in the organization to succeed.

Content: Quotation | Source: Gallup Management Journal | Subject: Organizational Behavior

Three keys to creating a system that eliminates costly variation in employee performance.

Content: Article | Author: Glenn Phelps | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

Many leading organizations have launched efforts to achieve “world-class sales.” But what are the most important factors to measure when assessing the quality of a sales force? And what defines a world-class selling organization? Gallup research shows that measuring and improving three critical factors can help your sales force achieve world-class status.

Content: Article | Authors: Benson Smith, Tony Rutigliano | Source: Gallup Management Journal | Subject: Marketing / Sales

During the past decade, organizations have longed for a disciplined process to select, measure, evaluate, develop, and promote their employees. Competencies promised to bring order and focus to employee development, but they don’t deliver on that promise. Here’s a radically different approach to improving each employee’s total performance.

Content: Article | Author: Marcus Buckingham | Source: Gallup Management Journal | Subjects: Human Resources, Management

Customers frequently need a nudge to make a commitment. In fact, some of them may need to be bulldozed off the edge of a cliff before they buy. That’s where a salesperson makes all the difference. But not all salespeople are equally effective at gaining commitments from their customers. What allows some salespeople to do this consistently?

Content: Article | Authors: Benson Smith, Tony Rutigliano | Source: Gallup Management Journal | Subject: Marketing / Sales

They probably don’t know how they’re performing. Feedback and recognition are among the lowest rated workplace elements.

Content: Article | Author: Steve Crabtree | Source: Gallup Management Journal | Subjects: Management, Organizational Behavior

What differentiates a thriving life from one spent suffering?

Content: Article | Authors: James K. Harter, Tom Rath | Source: Gallup Management Journal | Subject: Organizational Behavior

A partnership changes every time counterparts communicate — or fail to do so.

Content: Article | Authors: Gale Muller, Rodd Wagner | Source: Gallup Management Journal | Subject: Organizational Behavior

A simple rule of thumb is that a team of specialists or generalists doesn’t really work, especially with messy, creative problems. You really need a mixture of specialists who see one part of the problem with a whole lot of depth and a generalist who can help integrate the views of the individual specialists.

Content: Quotation | Author: Brian Uzzi | Source: Gallup Management Journal | Subjects: Organizational Behavior, Teamwork

Teams with too many overlaps in their social networks are less creative — the team members all know the same stuff. Teams that aren’t networked at all, however, aren’t good at sharing what they do know. The most successful teams are those in which everyone knows one or two others but not everyone — and not no one.

For that reason, organizations should subvert the “proximity … [ Read more ]

Content: Quotation | Authors: Brian Uzzi, Jennifer Robison | Source: Gallup Management Journal | Subjects: Organizational Behavior, Teamwork

Talent trumps training, and strengths development beats them both, say the authors of a new book on sales effectiveness.

Content: Article | Authors: Brian Brim, Tony Rutigliano | Source: Gallup Management Journal | Subject: Marketing / Sales

The bad decisions we make about who we promote to management come back to haunt us again and again.

Content: Quotation | Author: Tony Rutigliano | Source: Gallup Management Journal | Subjects: Human Resources, Management

Social connections explain a lot — from why some teams excel to why, when a husband comes home crabby, his wife soon becomes cranky too. That begs the question: What would social connections do for business if executives used them on purpose?

Content: Multimedia Content | Author: Jennifer Robison | Source: Gallup Management Journal | Subject: Organizational Behavior