Ways to Create the Life You Want (that are backed by science!)

It’s a little cliche and, at times, a bit hard to buy into, yet I still firmly believe that we (you, me and everyone else) can create whatever kind of life we want to have. And obviously that includes your business.

Although we all have different starting points in life, we all live in the same universe; meaning we all have the same resource available to us. Yes, some of us have it closer at hand and perhaps a little easier to come by, but that doesn’t mean the resources available are different for each of us; it’s just how we reach and what we DO with those resources that counts. But this is not a competition. It’s simply a matter of knowing what is it that YOU want.

For yourself.

For your business.

For your kids/spouse/dog/fish/etc.

It’s that ‘what’ which carries you through every day you draw breath on this planet, sustains you when you’re low, and bolsters you when things are awesome.

In the video here, I walk you through four key things you need to know and use in order to create the life and business you want.

This is not an exercise in dreaming or wishful thinking. This is a solid philosophy backed by hard science.

So what are you waiting for? Get in there and watch it!

Enjoy
Jamie

To Download the Free tools in the Video, Click HERE

P.S. If you know what you want your life to look like, but are having a hard time getting to the goods, check out our free 90-Day Planning Tool which can help you narrow down and hit those short-term goals – after all, as we know – “The journey of a thousand miles begins with a single step”.

P.P.S. If you’d like to learn a little more about SalesUp! Business Coaching and the work that we do, please watch this short video testimonial. We’re super stoked to work with some really awesome business owners and have been humbled and gifted beyond measure to help these fine folks create the life THEY want, and we’d love to hear from you too!

If This Is How You Handle Employee Performance, You’re Doing it Wrong

The Employee Performance Problem

Ask any well-meaning manager what an employee performance appraisal should accomplish, and you’ll usually hear answers along the lines of: “to categorize the organization, improve employee performance and boost motivation.”

While these are all critical aims for an organization if the answer to how they currently accomplish this is through an annual performance review—then there are problems with the system. Namely, those annual performance appraisals generally only serve one of the three purposes listed above—and it isn’t performance or motivation.

So, How Did We Get Here?

The long and short of employee performance reviews is that they are derived from military practice, were never designed to foster improvement, and have long been used as a tool to cull an organization of their bottom performers. According to the Harvard Business Review, they also serve to punish past behaviour at the expense of achieving the desired future performance that is critical for organizational survival.

So, the question begs: If employees hate them, managers don’t see their value and an organization isn’t benefiting from them—why not ditch them all together?

The Elimination Problem

Well, while I was going to title this post “The Stone Age Called and They Want Their Appraisal Back,” that wouldn’t be entirely accurate, as ditching the yearly recap isn’t always the best solution either. So many initiatives are tied to it, including, planning and compensation. However, the employment landscape over the last few decades has made it clear that the conversation needs to shift away from the metrical to the malleable.

Anyone familiar with the psychological principle of Maslow’s Hierarchy of Needs knows that motivation comes in various levels: from the basic (like food, shelter, and wages), to psychological (belonging, achievement, respect of others, etc.) and finally to self-actualization (morality, problem-solving, creativity, etc.)

Although this theory has its critics, the basic premise is that human beings are striving for self-worth and acknowledgment—and if you aren’t creating an environment where this (and the resulting performance growth) can occur—your employees are going to look to another organization to fill those needs.

The take-home is it’s no longer realistic to rank an employee with performance metrics once per year, give them either a raise or a performance improvement plan, and expect that the basic needs you do satisfy (like a regular paycheque) will be enough to sustain them and motivate them to perform to a level that will grow your organization.

Where Do We Go from Here?

It’s no secret that supported, engaged employees do better—and when they do better, you do better. The goal of employee performance is to elicit behaviour that supports the organization’s bottom line while fulfilling some of those psychological needs your employees crave—and giving them the tools to do it effectively. There are several ways to get this done—and yes, you can keep your year-end appraisal—if you focus on its value as a recap of the year. A good rule of thumb is that there should never be anything in a performance appraisal that is a surprise for the employee. Other strategies could include:

  • Linking goals to key company objectives like the mission/vision (they “why you exist” stuff)
  • Tying goal achievement to collaboration and communication (not every task needs to be a group project, but increased collaboration and information sharing leads to increases across the board)
  • Training managers to check in consistently (this allows for accurate course corrections throughout the year while retaining employee autonomy. The key here is manager training)
  • Allowing the employee access to the tools, resources, and training to allow them to successfully fill any knowledge gaps they have.

Of course amended performance measures won’t solve all team issues (for an idea of what other issues employers regularly encounter and how to fix them, read this page) but it’s a good support system for overall team engagement. And of course, we’re more than happy to help with any issues you do have  in finding the system that’s right for your business.

 How about you? How do you facilitate the employee performance process, and what challenges have you encountered along the way? What do you find helpful? Let us know in the comments!

 

 

Creating Your Perfect Week

It’s one thing to create a 90-day plan (yes we’ve got a video on that) but translating that into an ideal week needs to be intentional.

 

How To Make Pressure Work For You

There is a balance point where pressure changes from positive to negative and there is also a point where pressure becomes ineffective.

Knowing what these points are for you and your sales team in critical in achieving sustained levels of high performance.

 

Business Lessons From Mountain Biking #2 – What is your Sales speed?

The speed at which you approach situations matters. The speed at which you manage others matters.

In this short video, Business Coach Jamie Cunningham shares some mountain biking analogies and shows how your sales speed can affect your outcomes.

 

All About Brain Dump…And Why You Need it in Your Day

I define a successful day as one where I get a lot of stuff done, I don’t feel overwhelmed by it, and I have fun doing it. Simple in theory, very difficult in execution, right?

There is a great way I start my day which helps me clear my head and begin the day with a concrete idea of where I’m going. I’m talking about Brain Dump.

What is brain dump? Well, it’s simply this. Taking 5-10 minutes every morning (wherever is convenient for you) and writing down everything that’s in your head. Get it all out on paper and then have a good look at it. If you look at the list and aren’t overcome with a tightening in your chest, then this list is a good indicator of your to-do list for the day. If you get it all out and panic sets in, then this enables you to see things in a concrete way and allows you to break down your items one-by-one so you can decide which items can be put off, passed on or delegated to achieve success.

Try it for a week. You won’t be disappointed. And – if you need some help with planning in the long-term – check out our free 90-Day Planning tool to help get you started. Make it a great day 🙂

Business Lessons From the Bike Trail #1 – Knowing Where to Focus

There’s a basic object to enjoying a safe ride on a mountain bike: Look where your going.

While the same can be said for business, it’s amazing how many people focus on the obstacles in front of them instead of focusing on the track, but when you fixate on the obstacles which are in your way – they tend to magnify – which makes your changes of hitting one fairly high.

The same goes for them you start riding faster on the trail. The faster you go (ie: the more you grow) the further down the track you need to look. Just don’t look so far down the track that you get blindsided from something you didn’t see just up ahead.

Have a think about your business. How far down the track are you looking? What obstacles do you face that you could find the answer to if you just ventured to look a little beyond them? Are you getting blindsided by other things that are stopping you from making progress?

The Secret to Managing Attitudes at Work

The number one stressors in business are (and may always be) money, and people. In fact, you likely know first hand how much emotional energy and loss of team synergy is wasted on a member of your team that just doesn’t fit the bill.

It turns out – the key to managing attitudes in the workplace is as simple as communication and follow-up. Sounds easy, right? Well it can be more difficult that you expect to implement, but once the expectations are set, it can become remarkably easy to keep momentum in your team.

The tools we need start with creating our core value and culture. You see, if expectations for every member of your organization aren’t clear, and we don’t hold people accountable, you will always have an organizational culture that is driven by the quality of people within it.

A good starting point is to check out “The Advantage: Why Organizational Health Trumps Everything Else in Business“, by Patrick Lencioni it is a fantastic read about the concrete advantage that can be gained by having a healthy organization.

 

The Reality of Open Book Management

Truthfully, this is just one reality .. but a good one at that 🙂

Norm Jefferies of Computer Merchants has been running his company for over 20 yrs and I think it’s fair to say, he’s doing a damn fine job at it.

Norm and his team adopted the philosophy of Open  Book Management (OBM) at an early stage and it has become a key part of their culture.

In this interview, Norm shares how they implemented OBM and what the benefits and challenges have been of sharing the numbers within the team. We dive into the specific of day-to-day tactics, how OBM affects performance and how they make it a living and effective tool to align the team.

If you are thinking of implementing Open Book Management or are on the other side and think it’s crazy, either way you’ll get some direct benefit of learning from Norm’s experience.

Enjoy!


 

Links from the interview:

Computer Merchants website – http://www.computermerchants.com.au/

Norm on LinkedIn – https://www.linkedin.com/in/normjefferies

The Great Game of Business – http://greatgame.com/

Ownership thinking – http://www.ownershipthinking.com/

What’s Your Daily Number?

What if you had a friend who was trying to lose weight, but they never stepped on a scale and didn’t know their weight when they started? I’m sure, being a good friend you would suggest they find our their true weight, so they could track their changes and get a sense for if they were heading towards their goal.

Now take that same principle but apply it to your business. Whether it be sales, marketing ROI, or employee turnover, knowing where you stand is a huge part of success, and knowing if you are (or will) meet your goals. Having those metrics in hand will also help you determine the time it will or has taken you to reach your goal and provide a critical baseline for further attempts to improve your numbers.

The truth is this – if you don’t keep track of your numbers, you will always think your track record is better than it actually is, because our brains can sometimes confuse intention with action. Numbers don’t lie. Creating a hard goal will allow you to be objective in its achievement and is easy to measure. This number should be shared in your daily, yes daily, meeting with staff so everyone knows where you stand. Why daily? Well, if you measure the important goals quarterly, or even annually, you deprive yourself of critical moments to adjust your course which could mean the difference of a goal exceeded and one which has fallen short.