They always know whether they are winning or losing.

They always know the score.”

guys are doing. You’re really giving it the old
college try.” We told her that she might be on the wrong course with that
approach.
we have a phrase in our society’s language that
willfully stupid and ineffective we say that
person doesn’t ‘know the score.’” When someone is willfully dense and
ineffective, we say that person doesn’t know the score.’ Why? Because
is the first step in all achievement.
only the mistake of not looking over some
numbers before sending an e-mail or making a call.
But that one little mistake will give that leader’s team the impression
that they’re here for reasons other than winning and achieving precise
goals.
management to come up with some kind of new system, new scorebooks,
new posters, something like that. But don’t do that. Don’t wait. Have it
come from you.
games that is in every human being is something
that you can tap into. The more you measure things, the more motivated
your people are to do those measured things.
cannot be trusted to do big things.
methods are not only the most
Scott recalls: Once, I was surprised to be getting an economics lesson
inside my music lesson. Mercado turned to me and said, “Well, Scott, you
know, math is very, very simple. It’s all based on addition. But most
people lose sight of that. So if you learn how to do one plus one equals
two, everything in math flows from that. Everything.”
He was always focusing on fundamentals.
Like the time he came to assist our chamber group in preparing to
perform a piece. Under his guidance, we spent the entire hour working on
the first two measures of this piece. We kept going over and over them,
and each time he would ask us to explore a new possibility.
by the
end of the hour, all we had done was work on two measures of a piece
that probably had 80 measures of music. Then, at the very end, he said,
our entire group transformed. We
played the whole thing beautifully!
showed me the power of fundamentals. Don’t gloss over them.
But we slowed him down and had the whole group focus, slowly and
fundamentally, on how to handle this tardiness and absenteeism and lack
of commitment from these two managers. In the process, we had a
number of breakthrough moments for other managers on the nature of
commitment, and a newer, more creative policy emerged.
two classes: those who go ahead and do
something, and those people who sit still and inquire, why wasn’t it done
the other way?
things in the order of a priority that they’ve
rationally selected. They do things according to feelings. That’s how their
day is run. There are doers and
there are feelers.
Doers do what needs to be done to reach a goal that they themselves
have set. They come to work having planned out what needs to be done.
Feelers, on the other hand, do what they feel like doing. Feelers take
their emotional temperature throughout the day, checking in on
lives,
phone, how much in the field, what employees will be cultivated that day,
what relationships will be strengthened, what communications need to be
made. in a mysterious life of unexpected consequences and
depressing problems. A feeler asks, “Do I feel like making my phone calls
now?” “Do I feel like writing that thank you note?” “Do I feel like dropping
in on that person right now?” If the answer is no, then the feeler keeps
going down the list, asking, “Do I feel like doing something else?”
A feeler lives inside that line of inquiry all day long.
A feeler is almost always comfortable, but never
really satisfied. A doer knows the true, deep joy that only life’s super
achievers know. A feeler believes that joy is for children, and that life for
an adult is an ongoing hassle. A doer experiences more and more power
every year of life. A feeler feels less and less powerful as the years go on.
Your ability to motivate others increases exponentially as your
reputation as a doer increases. You also get more and more clarity about
who the doers and feelers are on your own team. Then, as you model
and reward the doing, you also begin to inspire the feeler on your team to
be a doer.
good to great also applies to the people you motivate. It’s far more
effective to build on their strengths than to worry too much about their
weaknesses. The first step is to really know their strengths so you can
help them to express them even more.
Most managers spend way too much time, especially in the world of
sales, trying to fix what’s wrong.
I’m not good
at this. I need to change that. And I’m not very good on the phone. I need
to fix that....” But listen to their voice tones when they say these things!
They’ll always sound depressed and world-weary.
kind of morbid honesty, what’s wrong. And the
voice tones go down, because the enthusiasm goes down, and the
dreariness sets in. And pretty soon, they’re putting off activities. They’re
procrastinating. They’re saying, “This makes me uncomfortable. I don’t
even like thinking about this right now. For some reason (I don’t know
why, I was in a good mood before I started....) I’m not in the mood to work
on this. I can tell that I can’t work on this problem until I feel a little more
need to be in to do Forget about all the
problems that need to be fixed. We’re not going to fix anything for now.
want a stimulus. We want a burst of sales to
take you out of the cellar and put you up there where you belong in the
upper rankings of the salespeople. Later, when we have the luxury, and
we’re bored, and we can’t figure out what to do in coaching session, we
may take a weakness and play around with it, for the pure fun of it. But for
now, we’re not going to do it. Here’s what we’re going to do. We’re going
to acknowledge one thing: You’re not going to be great at anything until
you enjoy it. We want to find out what you’re already good at, and we
in-person, I can just close deals, I can talk, I can expand, I can upsell, I
can cross-sell....let’s leave those aside for the moment. Only use them if you
must
to get an appointment. Don’t use them to sell anything. We want to
increase what you’re good at. Get out there, sit with people.