Sales and Distribution Management Marketing 3345 Professor Chip Besio

Must be applicable across a range of situations It must serve as a multiplier It must guide action

About Your Direct Reports What are his or her strengths? What are the triggers that activate those strengths? What is his or her learning style?

To Manage People Well: Make the most of their strengths Identify and capitalize on their uniqueness Capitalizing on uniqueness saves time Makes each person accountable It builds a stronger sense of team But will also disrupt your world, shuffle existing hierarchies

To Manage People Well: Trigger Good Performance Strengths are not always on display Squeeze the right trigger – a person will push themselves harder Squeeze the wrong trigger – a person might shut down

To Manage People Well: Tailor Your Approach to Their Learning Style – 3 types Analyzing - ample classroom time Doing – trial and error integral to process Watching – only learn when they see the whole picture