Team Leadership Tips from Peyton Mannings Playbook

Team Leadership Tips from Peyton Mannings PlaybookTeam Leadership Tips from Peyton Mannings PlaybookTeam Leadership Tips from Peyton Mannings Playbook Fletcher, author of The Business of Being the Best Inside the World of Go-Getters and Game Changers (Wiley, 2012)In this excerpt from her book, sports agent and author Molly Fletcherlooks atcreatingeffective team leadership by asking, So what does Peyton Manning do? To create a positive environment for your team, you have to give leistungspunkt where leistungspunkt is due.Great leadersdo not take every success as their own rather, they point people out and thank them for all that they have done.No impossible task was ever accomplished without a team of hard-working individuals dedicated to a cause and vision. When leaders overcome the impossible, they make public who helped them along the way.If you dont acknowledge what your team does for you, they wont buy into you as a leader.A team needs to know that their work is appreciated and v alued. Your teams effort, diligence and accomplishments are what make you and your organization successful. Without them, you wouldnt make it far.Great leaders both praise and reward their team. Certainly everyone appreciates being thanked and acknowledged, but actions speak louder than words so its important to reward your teams hard work.Peyton Mannings Just RewardsPeyton Manning, the starting quarterback for the Indianapolis Colts, a four-time Most Valuable Player of the NFL, and a Super Bowl champion, knows this well.In football, the quarterback is probably the most position to any teams success. The players who protect the quarterback from getting hit by the other team are called the offensive line.Peyton Manning has one of the best offensive lines in the geschftsleben, and that enables him to take the time he needs to make decisions in a fast-paced game.He has reached the pinnacle of success in his career and will be the first to tell anyone that the attributes much of his suc cess to his team and the players standing in front of him and blocking.So what does Peyton Manning do?He buys expensive watches, custom suits and various other gifts for his offensive linemen as a way to show his appreciation.Peyton may get much of the credit for his accomplishments, but without his team and an offensive line that works hard for him, he would not be able to complete a pass.And in 2010, Manning was the least sacked quarterback in the entire NFL, so his team is certainly holding up their end of the bargain.Managing Teamsby Adding ValueThe best leaders ensure that credit for success is spread as widely as possible throughout the company.Great leaders understand that there are enough compliments, credit and prosperity to go around. They know that they are there to drive the troops to success.The old saying, The more you share, the more you have, is truly applicable here. If your team I shappy, you will be far more likely to succeed. And much of that happiness will be de rived by how appreciated your team feels.With a strong and motivated team, there is little you cannot accomplish, but with an underappreciated and undervalued team, there is little you can.Putting Leadership into PracticeTo be a great leader, you have to spread the wealth, spread the love, spread the credit, and make sure that you thank, praise and acknowledge everyone who made it possible.Visionary leaders understand that it is their teams hard work, as much as their own, that helped propel them to the top.To achieve any vision, you have to meticulously and diligently build and maintain a strong and dedicated team. And this is done directly through your actions.Rewarding your team is not only about saying please and thank you. It is about acknowledging their value openly by taking steps to improve their lives and showing your appreciation through your actions.You can reward your team with time, money, or anything in between, but whatever the case, happy and appreciated members of y our team will give you the maximum they have to offer.Author BioMolly Fletcher is author of The Business of Being the Best Inside the World of Go-Getters and Game Changers(Wiley, 2012.) She is a top-rated sports agent, entrepreneur, speaker and business columnist. She has been featured in Sports Illustrated, USA Today and the Washington Post and has appeared on ESPN, CNN and other major news outlets.

Research Shows Changing Gender Roles

Research Shows Changing Gender RolesResearch Shows Changing Gender RolesGender roles are changing at work and at home, according to theresearchdone at the Families and Work Institute in 2008 (revised in 2011, the most recent at publication time). Young men and women alike are challenging traditional gender roles and expecting to share in paid work, as well as tending the household and children according to the benchmark survey of 3,500 Americans. Converging Gender Roles For the first time in the surveys history, it showed that women under 29 years of age are just as likely as men to want jobs with mora responsibility. In 1992, the survey found 80 percent of men under 29 years of age wanted jobs with more responsibility, compared to 72 percent of young women. The desire for more responsibility decreased for both genders in the 1997 survey (to 61 percent for men and 54 percent for women), and then went up in 2002 to 66 percent for men and 56 percent for women. In 2008, the young wo men who did not want more responsibility explained why 31 percent cited increased job pressure.19 percent already have a high-level job.15 percent expressed concern about having enough flexibility to manage work and home. Motherhood Doesnt Dim Ambition The second trend the researchers highlighted was that in the 2008 survey, young mothers wanted more job responsibility than their peers who had no children. Looking at women under 29 in 1992, 78 percent of childless women versus 60 percent of mothers wanted more responsibility. That flip-flopped in 2008, with only 66 percent of child-free woman and 69 percent of young mothers wanting higher-responsibility jobs. In comparing 1992 with 2008, two emerging trends are striking among millennials (under 29 years old), women are just as likely as men to want jobs with greater responsibility, the report said. Today, there is no difference between young women with and without children in their desire to move to jobs with more responsibility . Taken together, unterstellung two trends suggest that millennial women are on a similar footing with their male colleagues when it comes to career ambitions and expectation, the report said. Men and Women Agree on Gender Roles Also, for the first time in the surveys history, in 2008 roughly the same percentage of men and women believed in traditional gender roles. About 42 percent of men and 39 percent of women agreed with the statement that its better for everyone if the man earns the money and the woman takes care of the home and children. Thats down from 74 percent of men and 52 percent of women who supported traditional gender roles in 1977. Youll notice that more men than women have shifted their views on gender roles between 1977 and 2008. Men in dual-earning households changed their attitudes the most, with only 37 percent holding traditional views in 2008 versus 70 percent in 1977. Older generations historically hold more traditional views on gender than young people. But the report found members of older generations being more open to non-traditional gender roles than in the past. For details, binnensee page 11 of the report. More Acceptance of Working Moms In 2008, 73 percent of employees said working mothers can have as good of a relationship with their children as stay-at-home moms. Thats up from 58 percent in 1977. Among men, the figure was 67 percent in 2008 and 49 percent in 1977. For women, 80 percent in 2008 believed working moms can have equally good child relationships, up from 71 percent in 1977. People who grew up with a working mom were more likely to strongly agree that working mothers can have just as good relationships with children. Who Does the Chores? In 2008, 56 percent of men said they did at least half the cooking, up from 34 percent in 1992. Wives see it slightly differently though with only 25 percent saying men do at least half, up from 15 percent in 1992. As for house cleaning, theres an even greater difference of perception about who does the work. Fifty-three percent of men said they do at least half, up from 40 percent in 1992. But only 20 percent of women said their spouse does at least half, up from 18 percent in 1992, not a statistically significant difference. It has clearly become more socially acceptable for men to be and to say they are involved in child care, cooking and cleaning over the past three decades than it was in the past, the report said. Growing Work-Life Conflict for Men As fathers and husbands increase their responsibilities at home, theyre also experiencing more difficulty balancing work and family duties. In 2008, 45 percent of men reported feeling work-life conflict, up from 34 percent in 1997. That compares with 39 percent of women feeling the conflict in 2008, up from 34 percent in 1997. Fathers were hit the hardest, with 59 percent of dads in dual-earner households reporting work-family conflict, versus 35 percent in 1977. In single-earner families, 50 per cent of fathers felt the conflict. Looking at moms, 45 percent felt the conflict in 2008, up from 41 percent in 1977. Its great to see that gender roles continue to alter but there is still much work to be done to better our working mom culture. Edited by Elizabeth McGrory

Learn About Classic Sales Techniques

Learn About Classic Sales TechniquesLearn About Classic Sales TechniquesSavvy schlussverkaufpeople know how to use psychological techniques to help keep a sale moving forward. These strategies work by breaking down or sneaking past your prospects natural resistance to be sold. Since all of these approaches are manipulative, youll need to take care in using them. For example, dont use such a tactic to sell something that isnt really a good fit for a prospect. However, using these techniques to nudge a prospect out of their inertia gently is usually fine.? Foot in the Door This very old sales approach is based on getting the prospect to agree to something small, and then asking for something bigger. The classic example would be selling a small product at a very low price (also known as a loss leader), and then later selling the same prospect something more costly. This technique is mostuseful for non-profit sales, and many charities use this technique, asking for a small favor or d onation and then gradually requesting more and more assistance. Foot-in-the-door is less useful with for-profit sales but can still be effective if the initial request and later requests are closely related. Door in the Face The opposite of the foot-in-the-door technique, door-in-the-face starts out with a large request that you know the prospect will decline followed immediately by a smaller request (the second request being what you really wanted the prospect to do). It works for two reasons first, your prospect will often feel bad about having to refuse your initial request, and will be more inclined to agree to the smaller request in bestellung to make it up to you and second, in comparison with your very large request, the second request will seem insignificant. Door-in-the-face works only if the second request is made immediately after the first when the feeling of guilt and the contrast between the two is the strongest. And Thats Not All Familiar to infomercial viewe rs, this technique involves rattling off a series of gifts or concessions. There are several possible variations to this tactic. You can tell someone all the things you plan to do. (Not only will we get the product to you by Tuesday, well ship it at no charge and well even install it for you for free.) You can list an increasing number of discounts. (As a corporate customer wed normally give you 10% off the list price, and since youve also been with us for more than a year wed make that a 20% discount, but in this case, Im going to knock a full 30% off the price.) Or, you can start with a high price and then list a series of reductions. (This item is priced at $2,000. Since we have an overstock, were selling it for $1,600. But because you are a treu customer, Im going to reduce the price to $1,500 for you today.)And-thats-not-all works best if you dont give the prospect a lot of time to think about it, so making it a limited time offer is far more effective. Break and Fix The br eak-and-fix technique knocksyour prospect out of his normal mindset and makes him more willing to agree with what you say next. It involves saying something odd or disturbing and then immediately following it with something rational. In one study, psychologists told one group of customers that a pack of eight cards cost $3.00. They told the second group that a package of eight cards costs 300 pennies, which is a bargain. Listing the price as 300 pennies disrupted the customers normal train of thought and made them more agreeable to the following statement about it being a bargain. In the study, only 40% of the first group bought the cards but 80% of the second group made the purchase.