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The Key to Campbell Soup’s Turnaround? Civility.

Harvard Business

Being treated with respect had a more powerful effect on employees than other more celebrated leadership behaviors including recognition and appreciation, communicating an inspiring vision, providing useful feedback — even opportunities for learning, growth, and development. Set Expectations. People valuing Campbell.”

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In the Best Sales Teams, About Half of the People Are in Support Roles

Harvard Business

Sales reps are most effective when they have the right amount of support staff, but exactly how much support staff does a company need, and how should it be structured? Call it a Goldilocks quandary: Too little support, and your sales people can’t do their jobs well; too much, and you’re wasting money.

Sales 39
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Jenny Dearborn Data Driven Strategies

LSA Global

Jenny Dearborn Data Driven: How Performance Analytics Delivers Extraordinary Sales Results. Congratulations to LSA Client, Jenny Dearborn, the Executive Vice President, Human Resources at SAP, for publishing her book: Data Driven: How Performance Analytics Delivers Extraordinary Sales Results. Realistic and Actionable.

Data 34
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How to Evaluate Your Marketing Leader’s Performance

Prudent Pedal

If you’re a managing partner, practice leader, sales leader, or chief administrative officer in a professional services firm, you probably have responsibility for “managing” marketing. In the Productivity School, Marketing’s emphasis is put on sales support and brand policing. Why did you miss it? Complete HR gobbledygook here.

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7 Critical Success Factors for Project Based Firms to Consider in 2024

Progressus

The Power of Unity Firms need real-time insights into the entire business – finance, project accounting, sales, everything – otherwise multiple versions of the truth will start showing up in budgets, estimates, and forecasts. Are project operations, sales, customer service, etc. directly integrated with core financials?

Agile 52
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When Is Teamwork Really Necessary?

Harvard Business

Consider the example of Nicolas, a regional sales vice president at a medical devices company. When promoted to his new role, he inherited a group of district sales managers responsible for selling to hospital systems in their respective geographies. The result: wasted time and unnecessary frustration. SOURCE Michael Watkins. ©

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PARADE Method

CaseInterview.com

A source of irritation for many interviewers is when the candidate says, " We faced a $10 million drop in sales, and we fixed this by landing three new clients for $3.3 Did you find and close all $10 million in sales? Did you just show up at the sales meeting? Did you cheer the sales team on from the sidelines?