Showing results for "Trouble" in Mentoring & Coaching

We've decided by consensus that consensus is good. In In Defense of Troublemakers, psychologist Charlan Nemeth argues that this principle is completely wrong: left unchallenged, the majority opinion is often biased, unoriginal, or false. It leads planes and markets to crash, causes juries to convict innocent people, and can quite literally make people think blue is green. In the name of comity, we embrace stupidity. We can make better decisions by embracing dissent. Dissent forces us to question the status quo, consider more information, and engage in creative decision-making.

It's an all-too-common tale, told across just about every sales department around the world: The newest salesperson on the team has strong credentials and crushed it during the interview. But now that they're hired, they can't sell a thing! The top responsibility of a sales manager is not to make numbers. It’s to build, develop, and retain a high-performing sales team (so they can make the numbers). The biggest detriment to this objective is adding toxicity to the team. Part of this book discusses why sales managers should avoid hiring toxic salespeople and how.