{{Over the past year, I’ve been writing a book about the future of sales and marketing with Howard Stevens, chairman of the leadership assessment firm Chally. <\/p>\n
As part of a decades-long research project, Chally has gathered extensive personality data about 150,000 salespeople, including 9,000 sales managers.}}<\/p>\n
Last week, I had a conversation with Howard where he described the results of a statistical analysis on the cumulative data on sales managers. While the data set is specific to sales, I believe that personality traits that emerged apply to any management position.<\/p>\n
According to the success vs. failure statistics that Howard shared with me, successful bosses tend to be:<\/p>\n
{{Humble Rather Than Arrogant}}<\/p>\n
Failed bosses defined their role as some form of telling people what to do. Employees perceived them as obnoxious know-it-alls who wouldn’t let them do their job.<\/p>\n
Successful bosses put themselves and their own egos into the background. They focused on coaching employees to perform to their highest potential.<\/p>\n
{{Flexible Rather Than Rigid}}<\/p>\n
Failed bosses couldn’t tolerate change themselves and so found it nearly impossible to get their employees to embrace necessary change.<\/p>\n
Successful bosses knew that adapting to new conditions requires personal flexibility in order to inspire similar flexibility throughout the rest of the team.<\/p>\n
{{Straightforward Rather Than Evasive}}<\/p>\n
Failed bosses tried to manipulate employees using half-truths that left false impressions. When employees realized they’ve been fooled, they felt resentful and disloyal.<\/p>\n
Successful bosses gave employees the information they need to know to make the best decisions, even if that information is difficult or sensitive.<\/p>\n
{{Forward Thinking Rather Than Improvisational}}<\/p>\n
Failed bosses often attempted to run their organizations ad-hoc, constantly shifting gears and directions, creating a more-or-less constant state of confusion.<\/p>\n
Successful bosses had a plan and made sure that everyone understood it. They adapted that plan to changing conditions but did so carefully and intentionally.<\/p>\n
{{Precise Rather Than Vague}}<\/p>\n
Failed bosses created mushy goals that employees found difficult to map into actual activity. As a result, the wrong things got done and the right things didn’t.<\/p>\n
Successful bosses let employees know exactly what was expected of them, in sufficient detail so that there was no ambiguity about goals.<\/p>\n
{{Patient Rather Than Ill-Tempered}}<\/p>\n
Failed bosses blew up and threw fits when problems cropped up. Their employees became more afraid of doing things wrong than eager to do things right.<\/p>\n
Successful bosses confronted problems by listening, considering options, deciding on the best approach, and then communicating what needed to be done.<\/p>\n","protected":false},"excerpt":{"rendered":"
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