Why not tell her?

She came up with a great idea. (Minimize it by saying that it's not an original idea.)
She helped a customer fall back in love with your company. (Take partial credit yourself for what happened.)
She worked long and hard to grow your company's business (Belittle her efforts by implying that it must be nice to travel and see the world.)

There are special people doing special things. Why can't we recognize them for it? Do we think it will make us look smaller? In the end, we're the ones who look small for not being willing to recognize when someone does something great.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Drawing the Line

The very best performers don't draw the line when it comes to what they do for a living. That's why they're the best. The rest compromise, they fall short on doing whatever it takes, and often, they are a drain to others they work with.

What are examples of drawing the line? Here are a few:
Focusing on what is "acceptable" as opposed to what is best.
Caring more about your convenience than the good of the team, the company or the customer.
Looking at your customer, your job, or your company as the "enemy" of your personal life

When the above is your mindset, you only put so much into what you do. The very best performers don't think that way, they love what they do, both at work and at home, and find a way to maximize their life and their performance. That's what drives and energizes them and those they work and live with.

And what's interesting is, we all know who draws the line and who doesn't. So we can't fool ourselves into thinking no one notices, because co-workers and customers know. But most of all, in our hearts, we know.

Drawing the Line doesn't save us, it doesn't preserve our life or make us happier. It takes away, it drains and minimizes how great our life and relationships can be.

Barry LaBov
LaBov & Beyond
www.labov.com
www.saleschannel.com





When you draw the line, you let everyone know that you're not an elite player

Tough Choice: Grow Your Own or Buy the Best

Entrepreneurs are used to growing things--such as their businesses, sales, reputation, relationships, market share and so on. Many of us also try to grow people. When that works out, it's exhilarating. But the cost of growing a person is steep. And while it appears that hiring an entry-level employee is economical, when you add the time, attention and dedication required to help that person learn and achieve, it makes it a tough call. I think today it's a tougher call than ever.

Many people are not loyal to their employers, and in many cases, I wouldn't blame them. Those employees have no thought of staying at a company forever, so any investment made by their company to help them progress and grow is actually an investment for their next employer.

On the other hand, if you don't hire an entry-level person, today it's imperative you hire someone better than who you already have on staff, someone who can raise the bar and require no hand-holding. He or she will cost more, but they'll hopefully bring a lot to the company and they'll make everyone around them better.

So the answer? If you work at a company willing to invest in you, consider it something special and unique; and maybe, just maybe, consider being loyal to them. After all, they see something in you and they're willing to spend time and money on you. Logically, they'll do that for you throughout your career. Other firms may promise you the moon, but how do you know they'll actually support you after you're on board?

From the business owner or manager's standpoint, you have to decide between growing your own, taking a chance on losing that person before that investment is paid back, or hiring the best. Either way has validity--but today, never be desperate enough to hire someone who expects top dollar but will also need hand-holding.

Barry LaBov
LaBov & Beyond
www.labov.com
www,labovsaleschannel.com