A short transcript excerpt from a YouTube discussion about building a growth culture through hands-on leadership. Speakers describe using annual life-planning sessions to set personal “banner” goals, aligning individual sales targets to actionable plans, creating internal playbooks rather than outsourcing sales training, and asserting that leaders must take full responsibility for team performance.
I really want to go back quickly to the growth culture component, Brian, only because you mentioned how you grew this team and they were performing more and more. If you can give me specific examples of how you were challenging folks to constantly beat their best and keep them engaged in work.
One of the things that I would do every year is do a life.
Plan with everybody.
And we flush out their personal banner goals. Then tying a direct line from their personal sales goal and how that's going to impact what they're going to do.
One of the failure modes we have seen because we have inside all these businesses is basically using third party sales training as outsourced management of the team. It's got to be internal. You have to build those playbooks, spend the time, create the intellectual property to manage folks to these things and not just bring someone in. As Brian said.
There are no bad teams, there's only bad leaders. And so if your team is not performing, you should take a hundred percent responsibility for them not performing.