Delegation for Business Leaders - How Letting Go Works

Written by Martin Haworth

To createrepparttar time forrepparttar 149582 specific role of a leader, as much as possible ofrepparttar 149583 day to day deliver must be handed over.

This level of delegation is very important, not only to createrepparttar 149584 space forrepparttar 149585 leader to develop visions and longer terms strategic goals, but also in encouragement of key individuals who will both be challenged by new activities, but will also be developed forrepparttar 149586 future benefit ofrepparttar 149587 organisation.

A leaderís role is to focus on those areas of operation where he or she can deliverrepparttar 149588 greatest value and this requires huge shifts in perspective ofrepparttar 149589 role. Leaders differ from managers in terms of accountability.

Whilst a leader is accountable forrepparttar 149590 strategic growth ofrepparttar 149591 organisation andrepparttar 149592 delivery of results, a manager is more responsible of delivery of shorter-term results through people.

These are, of course, generalisations and roles vary.

Developing others through delegation is a great way to grow skills and confidence in your workforce. Through utilisingrepparttar 149593 viewpoints of others, you createrepparttar 149594 variety of solutions which might well escape you, from your own experienced, though single perspective.

As well as radically improvingrepparttar 149595 quality of your workforce,repparttar 149596 leader who works in this way also does much more for their own focus. If a job can be done atrepparttar 149597 lowest possible cost level, true with some training and onrepparttar 149598 job coaching, then that frees you up forrepparttar 149599 role you're being paid for too.

How to know when you're on a winner

Written by Jon Lonergan

How to know when you're on a winner with sales managemnt changes

The catchword today for business is flexibility.

With changes in suppliers, customers, andrepparttar processes connecting them altering almost daily (or so it seems)repparttar 149474 future clearly belongs torepparttar 149475 organisations which can adjust to change quickly and effectively.

The good news for Call Centres is that, unlike more traditional sales organisations,repparttar 149476 modern Call Centre hasrepparttar 149477 equipment in place to measure this easily.

Instead of doing a sales training course and then waiting some weeks or months before you can reasonably evaluaterepparttar 149478 effectiveness ofrepparttar 149479 course,repparttar 149480 Call Centre can institute any change regarding CRMs and measure its effect on sales on a frequent, regular basis.

Inrepparttar 149481 traditional face-to-face small-scale operation,repparttar 149482 manager can makerepparttar 149483 change but not be sure of its effectiveness or whetherrepparttar 149484 change is due torepparttar 149485 changes instituted as things change anyway.

How do you knowrepparttar 149486 improvement in sales is due torepparttar 149487 new processes or due to something else? Or what if it is successful - how long does it last?

And what does this mean in practice?

At CustomCall (, in line with its company Core Value of Continuous Innovation, this issue was dealt with inrepparttar 149488 following way: 6 CRMs from 4 different teams were brought together for 2 hrs for a workshop to improve their sales. Thenrepparttar 149489 sales conversion rates were measured over a one month, two month and three month period. These results were compared with their results for one two and three months precedingrepparttar 149490 workshop. This produced an improvement of one month + 11.43%

two months +22.04% three months +22.66%

Looks good but maybe everyone else changed too without any training.

Sorepparttar 149491 same comparison was done withrepparttar 149492 whole campaign. Comparing Campaign After-workshop-date to Before-workshop-date sales gaverepparttar 149493 figures one month -1.37% two months +05.80% three months +05.71%

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