In the age of the Great Recession, it is common for managers and employees to be asked to “do more with less.” When this is pushed to the extreme – i.e., employees forced to run beyond capacity for too long with insufficient relief — it is easy to predict the results: burned out managers, demoralized employees, declining product quality, disenchanted customers, and vanishing profits.
Situations like the above are fairly easy to discern, if difficult to correct. What about a related circumstance, though – where employees aren’t asked to do too many things, but the wrong things? I encountered such a situation this past week.
The Discouraged Sales Manager
A good friend is a sales manager with responsibility for a team of field sales representatives. Over the past year Continue reading