Mwesigwa is a marketer by profession who at first didn’t have any
interest in owning a steel manufacturing plant apart from earning a
salary from it.
Having worked for Sembule Steel Mills, for five years, she realized
that there was an opportunity for one to earn from a steel industry. When the company developed some problems, she decided to venture into her own business of making steel products for sale.
The steel industry world over is dominated by men, for Mwesigwa to
venture into steel sounds hard but that is her business at the moment
and she is not about to back off.
There is a belief
among women that certain businesses and jobs are meant for men but this
can be changed once they believe in themselves.
A total of twenty women run the machinery after getting training
from the men who are senior operators and the plan is to train more
women to encourage them to work in steel manufacturing industries.
Some of the products at MESAH steel Limited include round bars, barbed wire, chain link and other steel products.
Inner structure of the team changes really slowly. – All team members agrees to use common, shared team management model so major changes in the team are very rare.
High level of active listening between team members. – Team members decreased their arrogance towards common goal. They listenfor what other people have to say and tunes in when discussion goes to the deeper levels.
Team members build and develop other people’s ideas and projects.– This increase commitment and assures best results.
They all share importance of each idea equally. – Team members focus on delivering any idea, and doesn’t matter whose it was. The importance of the project and idea only comes only when breakthrough comes.
Unexpected problem solutions and structural frames why it happened. – Collaborative teams tend to find out amazing solutions to day to day challenges. When team starts making chase kind of ideas, it never goes unnoticed by supervisor.
Teams are inefficient. – Collaborative team is very good team development goal, but it also brings new challenges that supervisors needs to think about. When teams collaboration levels increase, their focus to production and actual work decreases drastically, because they waste too much time on discussing new ideas.
Ideas emerge “from bottom – up”. Ideas and innovations offered by the lacks actual leaders and “mind behind idea”. Ideas are naturally born within group and everyone thinks that it could be useful to pursuit it.
With the end of the school year quickly approaching, now is a vital time
for school principals and administrators to begin their end-of-year
reflections. A recent Harvard Business School study
found that the most important part of the learning process is
reflection. And taking the time to do so greatly impacts performance.
After all, you can’t look ahead until you’ve looked back. By taking the
time to reflect, it’s possible for principals and administrators in
leadership positions to set the stage for continuous improvement,
determine what worked in the past year (as well as what didn’t work
well), and ensure the greatest ultimate success for the school as a
whole. It can start with personal reflection; then, it can transition
into looking back and evaluating the action plans that were made at the
start of the year for both the school and the district. How did you do?
Did you meet the goals that were set?
CEB’s work on developing sales talent can be summed up by three main questions – What? How? Why? – as outlined below.
What we mean by talent: This includes not only your sellers, but also senior leadership and first-line managers. All too often, sales functions invest in developing their sellers but without involving any senior managers. Without buy in, support, and change from the top, the transformation will rarely succeed.
It’s also vital to include front-line managers. They are responsible for all the coaching their teams get, and in giving reps time to practice, develop, and fine-tune their new found skills.
How to develop your talent: There are two ways to go about this – hire people or develop current staff. As CEB’s “Challenger” work shows, reps with the challenger profile are 4.5 times more likely to be high performers in a complex sales environment.
So it makes most sense to both hire people with the right profile and work on coaching those reps that could take on the challenger profile. In fact, CEB Sales research shows that top sellers can generate almost four times as much revenue as core performing talent, so even the slightest improvement in new hire quality can lead to millions in top-line revenue growth.
Why talent development is so important: It may seem obvious, but sales functions often miss the distinction between “training” and “development.” Many simply sign-up their teams for a single training session and expect transformation to be complete. In fact, 87% of CEB Sales members report their sales training programs were “somewhat effective” or “not effective” at changing reps’ behaviors.
To avoid this training trap, front-line managers (see point 1) must make reps aware of what they will be asked to do differently ahead of any training and development, help them adopt all these new skills and behaviors, and then provide on-going support via coaching and on-the-job opportunities to reinforce and apply these behaviors.
In fact, CEB data show that if reps are not given the time to reinforce what they’ve learned, they will lose 87% of training improvements within the first month.
“Hiring the right people is critical for any business. Bringing in the wrong person not only not only wastes time and money, it also creates a ripple of negativity that impacts every other employee – and therefore the business.”
A coachcurl medley for you all. Break the shackles, know what you want, and don’t allow toxic people to keep you down. #Inspire #insight #inspiration #motivate #motivation #Brisbane #redlandcity #coach #coaching #coachcurl #medley #qotd #quote #dailyfuel #leadership #action #achieve #achievement #awesome #awareness #amazing #ambition (at tonycurl.com)
In 2012, one-fifth of a bank branch’s new product sales came from customers who entered a branch with a routine banking request and ended up buying a new product they were told about then and there. And, in an environment where 99% of customers entered the bank if they wanted to make a change to their banking services, banks were right to focus on this kind of “push marketing” mentality.
But in a few short years some big changes require a new strategy. Consumers’ use of the “digital channel” to do their banking has exploded and this means staff in a bank branch are far less likely to intercept customers before they know they need a new banking product or are aware of what their bank can offer them.
Instead, as with many other industries, customers are now far more likely to have all the information they need before they ever interact with the bank. This process is more conducive to a “pull marketing” environment, which requires more changes for bankers than just putting up a fancy website.
Get the Foundations Right
The first challenge for retail bankers is to stand out in a marketplace that is inundated with solutions, offers, and feature options. As a result, some savvy banking technology teams (and vendors) have created features that aim specifically to reduce “offer fatigue” and provide customized guidance to help customers come to the right purchase decisions.
The problem is few financial institutions are ready to take advantage of these new features because they have not yet built an adequate foundation. Some banking executives have been so eager to maintain or increase their retail banking sales, that they haven’t stopped to think what capabilities their teams require to make “pull” customers through the purchase process.
To use the technologists’ terminology, banks’ need to increase their “digital marketing maturity.” There are four stages to this and banking execs that take the time to understand how mature their own institution is will have a much better chance of running a successful digital marketing campaign. The four stages are:
Aggregate and analyze customer information: Develop the ability to compile data from multiple sources as customers interact with a bank across many different channels (both online and offline) so that customer behavior can be understood and customers profiled.
Communicate appropriately: Use the aggregated information to distribute timely and relevant offers based on what you have discovered about the customer, and make sure they are not overwhelmed by messages through different digital channels.
Align offers with customers’ lives: Build on the information you gather about customer behavior to track trends and better integrate when and how you offer new products to customers.
Shape Customer Goals: Finally, route customers that are using banking services online to related or “next-best” offers to help them manage their finances better and boost engagement with their bank.
Dear brothers and sisters, pattern your
lives after mine, and learn from those who follow our example. 18 For I have told you often before,
and I say it again with tears in my eyes, that there are many whose conduct
shows they are really enemies of the cross of Christ. 19 They are headed for destruction. Their god is their
appetite, they brag about shameful things, and they think only about this life
here on earth. 20 But we
are citizens of heaven, where the Lord Jesus Christ lives. And we are eagerly
waiting for him to return as our Savior. 21 He will take our weak mortal bodies and change them into
glorious bodies like his own, using the same power with which he will bring
everything under his control.
I am continuing on a journey to
think about and investigate leadership.
The point is to refine my own goals and ways so that I can be a better
leader for the cause that God has put in front of me.
There are several passages in the
Bible that stand out to me as keys to leadership, growth and some sort of
pattern to follow. The verses above are
one of those for sure. I have thought
about the first verse for years, and several of the other verses stick out as
Paul said, “follow my example” or
“pattern your life after mine”. Both
translations seem a bit arrogant to me.
Who is this guy that that thinks his life is above others or has more
meaning than the people he is speaking to? Paul was an incredible man who a huge
testimony of what God can and will do in our lives.
Yet any person that suggests that
others should pattern their life after his has several things happening in
them. First of all, this person has huge
self-confidence. Don’t get me wrong, but
this is a tough balancing act. Some
people go too far, think to high of themselves and even miss God. Others don’t think high enough of themselves.
God gave us value. He has placed potential in each of our
lives. It is ours to discover what He
has placed in our lives. Paul knew that
he was seeking God with all that he had in his life. Therefore, Paul could with a clear conscious
ask others to join him on the journey of faith that was in front of him.
Second, Paul points to the important
thing that changed his life. That was
and continues to be the cross of Christ.
That was a fixed point in history that changed Paul’s life and changes
others as they experience it. Some
people miss the cross and are headed to destruction. Others focus on the cross and allow their
lives to count for Christ in big ways.
Paul did that.
And finally, Paul shows us that we
can make sure our lives are fixed on heaven, seeking Christ while on earth all
the while allowing our weakness to be replaced or overlaid with the grace of
God. God’s power through our lives
changes us and changes others.
Great leaders make much of Christ
and pursue Him with all they have all the while asking others to join
them. That is just what I am doing
today. I am not perfect, but I am
pursing Christ. Join me. Join others who are on this journey, and may
we see God do more in and through us than we can do on our own!