By Alan VanTassel

In today’s business landscape, it is far too common to have bosses who yell, threaten and micromanage their way to the top—at the expense of their employees. 

Anyone who has ever worked for someone who has exhibited these characteristics will tell you that it is not an effective management style. These types of leaders lose a lot of trust and potentially, their workforce.

The best sales leaders, however, are humble bosses who empower their employees, are open to feedback and inspire their team to perform high quality work. They are also aware of their own weaknesses, how those weakness fit with others’ strengths, and they want to improve. 

These traits make them focused on “big picture” goals that go far beyond their own corner office.

Current research suggests that placing a spotlight on humble people might yield better business results than putting the boasters on a pedestal.

So, would you consider yourself a humble sales leader?

Quick, answer this question: which of your colleagues are humble? You will be surprised to find out that the answer you gave is likely wrong. Why? Because humble people don’t flaunt that trait. And many people, including pretentious ones, try too hard to be seen as humble and even helpful just to make a good impression on others.

Business founders and owners are often outstanding visionaries. Being a visionary, however, sometimes comes with blind spots. You may be “the bee’s knees” at casting a vision for your company, yet unknowingly neglect certain employee needs that are vital for your vision to become a reality.

If this assertion surprises you, consider your immediate response to one question about your business. 

“What does success look like?”

Your answer undoubtedly relates to the long-term vision for your business, whether that has to do with revenue goals, expansion plans, innovative product lines, or some other “big picture” results. Your image of success is crystal clear in your mind. 

You can pinpoint metrics and milestones that will mark your progress. You can’t wait to celebrate when you finally see your vision played out in the real world. Given this clarity about how success looks, how it is measured, and how it is celebrated, you are motivated and engaged and know just what you need to do.

But there is something important to remember: the people who work for you may not think in such “big picture” terms. They may understand and acknowledge the grand vision for the company, but that is not their day-to-day existence and experience. They have a job to do, such as making sales, making calls, or making widgets. That is what consumes their time and attention.

By Rose Miller

I was asked to speak recently on the value of training programs. I was excited to speak on this topic because I’ve witnessed many examples of the damage caused by untrained managers, who are not self-aware nor able to embrace a culture of learning.

More managers are being asked to take on daily tasks instead of managing processes. It is a common mistake for managers who are new in the role to fall back on operational tasks because they lack the training to convert their energy into planning and directing from a strategic perspective. 

Insecure managers are always in the weeds and micromanage every operational piece of the company. Unfortunately, these behaviors also demonstrate a lack of managerial training and a lack of trust with their staff. 

Things can quickly go very badly when a manager is poorly equipped to deal with continual and relentless business issues. Signs begin to emerge. The person becomes abrasive, tends to ignore internal problems, keeps secrets, steals credit for others’ work, or passes blame for anything that goes wrong. 

All these behaviors stem from a deep lack of professional training. 

As insecurities rise, the person becomes very defensive, has difficulty accepting any type of constructive criticism and acts like a know-it-all. Their ego won’t let them admit to mistakes.  They push decisions off to others, or worse yet, become paralyzed in committing to any decision whatsoever.  

Lack of training presents itself in many negative ways. Here are some real-life stories of individuals, who exhibited self-development needs:

• A manager is screaming at an employee so loudly that the entire company hears and shudders.

• A manager secretly labeled as a bully by employees, sends a company-wide email criticizing an employee on their team.

• A manager loses his temper, picks up a chair and throws it at an employee.

• A senior manager embroiled the company in litigation due to promises he couldn’t deliver.

• A manager begins to make up lies to the Board about revenue objectives and fires individuals who report the errors found in the revenue projections. 

Luckily, some managers will have an epiphany and begin to realize their deficits are impacting the company’s ability to reach its goals. I congratulate the emergence of self-awareness. Here are some excellent ways to embed a culture of learning.