It is a recommended leadership practice to get people to own new ideas for change to be swift. The best way to create team ownership of new initiatives is by asking the right requestions. This way, staff are encouraged to generate answers from which the initiatives may be derived. However, what happens when questions are too difficult to be answered? Below are two of the common questions leaders ask. 1) What is the top 10 list of activities to winning a new client? 2) What is the top 10 list of activities to retaining and gaining more business from an…

A good consultant must leave the client better than they found them. How do you measure the impact of your work as a consultant or advisor. I have noted that one thing that affects the consultant’s impact is corporate politics. All large company has some form of conflict. A good consultant must not take sides or try to undermine one group at the expense of another. But that is not it. Can someone be a good consultant by doing work at the consultant’s offices or by being stationed at the client’s offices? To what extent does the physical presence of…

What is your leadership orientation? Why are some leaders agile and fast while others tend to be laid back and slow in execution. The answer may surprise you. First, is context. Different environments call for different leadership orientations. In the private sector for the example, you need to increase turnover to exceed your costs. The rate at which your revenues increase must be more than the rate at which your costs increase —also know as jaws ratio. To generate a positive jaws, the leader must be proactive. It is not enough to set the targets. The leader or manager must…

How do you measure the impact of your work every day you leave home for work? Remember, you cannot improve what you do not measure. You must set up mechanisms to measure your results so that you are able to monitor what worked and did not, and what to improve if any. To create a habit, start with the desired outcomes. What are the top one or two outcomes that you must attain in your job? How do you measure your work daily to say you won or lost? In sports, all players know what they must do to win…

Can you tell the difference between an income statement and a balance sheet? Do you understand why a business that’s profitable can still go belly up? Has the grasp of your company’s numbers helped or hurt your career? Do you understand your role in the financial performance of your business? If questions like these make you sweat or worry, this training is for you. Based on Harvard Business Review’s Exclusive Training Materials, you will get the tools and gain confidence you need to master finance basics, as all good professionals must. summitF4NFPs Toolkit Training is ideal for professionals who wish…

Are you allowed to ask any questions to the CEO or chairman of the meeting without any possibility of repercussions? Before the meeting, does the Chairman ask you to submit your questions in advance or they encourage open hour or questions to the CEO where they ask freely the priorities of the business, what is working and what is not? Do you share clear team targets and hold members accountable for performance at every meeting while pointing figures where planned commitments and activities were not done leading to poor performance? Do members discuss personal challenges openly? If your answer to…