Business Results & Personal Development
for CEOs & Key Executives
Home   |   About Us   |   Lit Request   |   Contact Us   |   View Ensellopedia.com
847-208-8709         Email  
Download Free Article

"Best Practices for Managing
in the Best of Times"
Best Practices
Business Results   »
Personal Development  »
Growth Coaching
Executive  »
Sales Manager »
Sales Rep  »
Chally Tools
Sales Reps  »
Sales Management  »
Managers  »
Executives  »
Vistage / TEC Tools
Vistage Works   »
CEO Peer Groups  »
Key Executive Groups  »
Trusted Advisors  »
Request Literature
Sales Recruiting  »
Sales Compensation  »
Exceptional Managers  »
Resource Links

Executive Profit Center Profile:
Compare High Performers to Low Producers

LINE ORIENTATION

Accepts accountability for bottom-line results; seeks control and the final authority to make decisions impacting bottom-line results; focuses on incremental but significant improvements in the efficiency, quality, and profitability of short-term results; takes an authoritative approach to enlisting the necessary support to implement decisions, using logic to address any opposition; seeks a course that softens the negative impact on others without being diverted from his objective

HIGHS

  • Uses his authority to make key decisions that determine profitability
  • Prefers a directive management approach in communicating standards and expectations, and is only participative when dealing with those individuals who don't require direction
  • Bases his decisions upon input from informed players, then works to guarantee results by taking charge, making clear the rationale behind his decision, and working around or influencing dissenters
  • Focuses on improving the organization’s competitive advantage through continuous refinement of relevant business systems, building solutions gradually and looking toward concrete and realistic goals
  • Develops general management skills and a broad-based knowledge rather than draw upon a specific discipline or selected expertise to impact the bottom-line
  • Demonstrates a valid concern for how others may respond to his decisions or course of action without being diverted from his commitment to the identified optimum course of action

LOWS

  • Prefers to employ indirect influence techniques rather than take charge to make key decisions and then sell them to the organization
  • Believes in the synergy of teams and tends to support and/or succumb to group decisions
  • Sponsors collaboration and may concede his own judgment to achieve consensus
  • Tends to disregard critical incremental refinements accomplished through repetition and look for major improvement breakthroughs, even though these may not increase bottom-line profitability
  • Prefers to operate as a specialist who can be true to a specific discipline
  • Lacks an awareness of or sensitivity to how peers, subordinates, or superiors may react to his directives or course of action and does not anticipate or prepare for the impact he can have on others

POLITICALLY ASTUTE

Understands and effectively uses the organization's political power structure; is sensitive to others’ agendas and recognizes that there can be different views of priorities or objectives; tries to lay a groundwork of cooperation by helping others to look good before soliciting their support; cultivates relationships with those who most influence job success; incorporates the extra steps needed to satisfy political issues that can slow or halt progress toward a desired objective

HIGHS

  • Understands and aligns actions and strategies with the values and beliefs of those in authority, as a means to winning approval/support and of achieving job and career success
  • Recognizes that people can view the same objective or priority differently, and is careful not to blindly push his own agenda
  • Works to make his allies look good by providing what they need to accomplish their responsibilities before requesting support of his own program or agenda
  • Builds cooperative and supportive relationships with appropriate influencers both internal and external to the organization
  • Consciously positions himself favorably with colleagues and customers, recognizing that his words or actions have the potential to generate positive support or create a negative bias

LOWS

  • May fail to understand that it is important to help allies and others on whom he is dependent for help or cooperation to look good and to be recognized before approaching them with requests
  • Can undermine a cooperative relationship by emphasizing his own accomplishment or contribution
  • Underestimates the need for political savvy in meshing his own objectives or agenda with those of an individual or group of individuals who disagree or have developed their own strategies and plans
  • Prefers to push his own solution or course of action and may try to oversell those who have a different approach or agenda without taking care to positively position himself and his position with them

EMBRACES THE STRATEGIC VISION

Aligns himself closely with the organization’s mission; devises and sets in motion plans to bring the corporate vision to reality; is able to think outside the box to formulate ideas and does not feel compelled to conform to organizational norms; understands the need to communicate and sell ideas to gain support and commitment from others; identifies with the long-term success of the organization so independent and forward thinking is seen as positive change rather than resistance or rebellion

HIGHS

  • Shares the corporate vision and develops the mindset and processes to accomplish appropriate objectives
  • Sets priorities to maximize his contribution toward corporate mandates
  • Keeps his focus on the goals and objectives set forth in the company directive, resisting distractions created by setbacks or a different personal agenda
  • Helps to sell others on the strategic directives and expectations set forth by the organization through his own commitment to and willingness to follow through on corporate objectives

LOWS

  • May not personally embrace or actively generate a team following of a corporate mission inconsistent with his personal agenda
  • Focuses on short-term goals and accomplishments, and loses sight of the big picture as drawn by corporate initiatives
  • Allows his commitment level and follow through on corporate objectives to be influenced or dictated by the distractions of external circumstances or an internal frame of mind
  • Does not feel obligated or duty-bound to inspire or otherwise engage others in a shared sense of purpose or commitment to the desired organizational goals

PROFIT CONSCIOUS IN A MANAGEMENT ROLE

Manages the allocated resources to produce optimum bottom-line results; works to understand and control the key factors that influence profit production; balances the priorities and skills of self and others to generate profitable results; won’t become distracted by issues that don’t influence the bottom-line; protects the interests of investors, employees, customers, and others who depend upon the success and survival of the company as a result of its ability to generate profits

HIGHS

  • Sees primary role as generating profit for the business
  • Entrepreneurial with a bottom-line versus administrative orientation
  • Has a realistic grasp of the financial aspects of the organization, shows responsiveness to the need for economies and cost control, and is able to draw meaningful implications from financial data
  • Places other business concerns as secondary to profit generation
  • Focuses on approaches and techniques designed to increase production or decrease costs, enhancing overall organizational profitability
  • Has little time or patience for ideas or programs that do not impact the bottom line
  • Does not become distracted by or waste time on trivial problems, unnecessary paperwork, or personality issues that don't affect profitable results
  • Sees the big picture beyond departmental or single function concerns that on their own will not positively impact overall profitability

LOWS

  • Does not see the production of profit as the organization’s primary objective
  • Focuses on accomplishing process steps and administrative tasks to tie up loose ends and deal with immediate demands regardless of their overall impact on the bottom-line
  • Cannot find the time or justify the effort to establish and review financial controls
  • Bases evaluations of an outcome on the effort extended or the elegance of the result rather than the profitability of the result
  • Has a strong concern for personality issues and having people feel good about their results as the true measure of success
  • Does not consistently implement steps to monitor key financial or customer data that can potentially impact bottom-line profitability
  • Becomes distracted from the primary goal of corporate profitability by ‘squeaky wheel’ situations or single function demands that offer a short-term appearance of increased efficiency or reduced costs

PRACTICAL INTELLIGENCE

Absorbs new information quickly and is comfortable dealing with abstract concepts and relationships; relates new information to previously acquired knowledge to expand and refine his frame of reference; enjoys learning and expanding the breadth and depth of his understanding on a variety of subjects

HIGHS

  • Enjoys learning and broadening his depth of learning and insight in a wide array of topics
  • Absorbs, stores, and recalls new information quickly
  • Deals comfortably with abstract concepts and relationships
  • Pursues academic, theoretical, or research-based information

LOWS

  • Needs repetition to process new information and requires additional time to integrate it into his repertoire
  • Prefers concrete tasks
  • Learns best through one-on-one instruction and improves his base skill level through experience and hard work
  • Uses practice opportunities or trial runs to become completely knowledgeable of and comfortable with methods or techniques he needs to use

ANALYTIC ABILITY

Systematically applies a combination of inductive and deductive reasoning to arrive at a well-founded, logical conclusion; remains objective in analyzing information and data so as not to make false assumptions or reach judgments without full knowledge and information; recognizes and neutralizes personal biases that can influence his thought process; effectively weighs the accuracy of different types of information in order to define a problem and reach a valid conclusion

HIGHS

  • Possesses strong deductive reasoning skills and is capable of thinking through problems in a systematic and logical manner
  • Draws sound conclusions from the information presented
  • Effectively weighs the accuracy of different types of information, including inferences, abstractions, or generalizations
  • Maintains a detached/objective demeanor in the gathering and analysis of information

LOWS

  • Allows biases to prevent him from seeing all sides of an issue and influence his perception
  • Quickly draws conclusions or makes assumptions without full knowledge and information
  • Makes decisions according to clearly defined rules and depends upon an existing frame of reference in unfamiliar situations
  • A penchant for action versus analysis leads him to move forward with minimal review of critical input or weighing of alternatives
  • Relies on previously acquired information and like-minded people for input into decisions

EMPATHETIC NEGOTIATION

Seeks to understand any potential barriers to agreement by probing to get at the essence of the concerns, sees objections or concerns about the proposed agreement as a sign of interest and does not take them personally, provides alternatives to address the major concerns to the agreement, compensates for limited flexibility in modifying the proposed agreement or solution by looking for ways to provide added personal service or convenience to offset the perceived limitations

HIGHS

  • Intent on probing for concerns that may prevent acceptance of the solution
  • Listens and restates to be sure that the concern has been clearly communicated and understood
  • Works hard at being responsive to any hint of concern or complaint that could keep others from coming to agreement
  • Does not take resistance personally
  • Believes that resistance can be alleviated through education or communication, and will work to provide workable alternatives within the constraints of his authority
  • Tries to compensate for fixed barriers by finding appropriate enhancements in areas where there is greater opportunity to negotiate

LOWS

  • May believe so strongly in the proposition that there does not appear to be a need to probe for additional concerns
  • Misinterprets unspoken resistance as nonexistent resistance
  • Can become defensive if concerns are raised about the proposed agreement
  • Does not believe there is a realistic chance to find a mutually satisfying resolution to objections at the core of the agreement
  • May feel so constrained by limited alternatives that he cannot find ways to compensate for concerns with a core element of the offering

DIRECTS AND CONTROLS OTHERS IN A CORPORATE SETTING

Delegates and follows up in order to expand control; effectively directs through multiple levels or a complex infrastructure; selects the appropriate individuals for specific tasks or responsibilities and allows them to operate independently under their own recognizance as long as they produce results; assigns responsibility for an outcome and builds in checkpoints to verify expected progress and refine any differences in the expected outcome with the direct report

HIGHS

  • Understands the capacity and limitations of others in making assignments
  • Provides subordinates with the authority to decide and act within areas of assigned duties
  • Ensures that individuals have the necessary resources to complete assignments
  • Clearly states expected results and review points with experienced subordinates, and includes methods with less capable subordinates
  • Gives sufficient explanation and commits to consistent follow-up to ensure tasks are completed on time and to standard
  • Communicates specific evaluation criteria
  • Clarifies the priority of the assignment relative to other assignments the individual may have
  • Discusses and establishes appropriate procedures to be kept informed of subordinates’ work progress
  • Identifies deviations from the goal through periodic progress reports

LOWS

  • Is reluctant to engage in activities appropriate to his current position; wants to continue doing what he was effectively doing before rather than trust others to carry out the delegated task
  • Expects subordinates to approach and complete a task exactly as he would
  • Perceives subordinates as lacking in competence and believes no one else can be as effective and efficient in completing the assignment
  • Wants to constantly hand-hold to satisfy a desire to be of personal assistance and to provide personal attention
  • Fears a loss of control and prefers a strong hands-on approach to system-driven control and reliance on a monitoring process
  • Once tasks are delegated, tends to abdicate responsibility to the individual for the final result and assume others will follow through without a system in place to check progress and results
  • Inconsistent or unclear in stating expected results or communicating timeframes, resources, and positive or negative consequences of various performance levels

WRITTEN COMMUNICATIONS

Provides written information that is organized and succinct and leaves no room for misunderstanding or misinterpretation; refrains from including unnecessary embellishments that can detract from the message being communicated; commits to accuracy and precision in written documentation

HIGHS

  • Recognizes the need for thoroughness and accuracy in communicating or documenting information in a written format
  • Seeks to make an impact or to influence others through his writing
  • Understands and values the power of well-written communications
  • Leaves no room for misunderstanding by methodically crafting and carefully editing his message to clearly convey his intent

LOWS

  • Fails to effectively organize written communications in such a way as to have the desired impact on the reader
  • May find it difficult to organize his thoughts on paper
  • Lacks interest in the techniques and precision required for written communication
  • May seek the immediate reaction provided by oral communication and prefer the opportunity to edit his message based on audience response

EFFECTIVE COMMUNICATIONS

Communicates essential points in an informal and conversational manner; prefers to share information in a one-on-one or small group situation; varies style and language to ensure listener understanding and is attentive to closing the loop on communications; seeks feedback and responds appropriately to listener reactions; makes presentations that are unrehearsed and adapted to individual situations

HIGHS

  • Sensitive to the customer's circumstances and response, adjusting the communication of information or ideas to accommodate their need to know or level of understanding
  • Encourages questions, comments, feedback from the customer
  • Backs an informal presentation with professional tools and company guarantees
  • Gives specific details of how/who/when, promising that the complexity of delivery and servicing of the product line will be shouldered by the seller
  • Keeps the focus on content and substance, not flash and performance
  • Creates a presentation that is informal, low-key, and unrehearsed
  • Talks with the customer, creating a team feeling of working together, versus directing a speech at the customer

LOWS

  • May attempt a one-size-fits-all communication style that does not account for different information needs
  • By sticking to a prepared script, he does not leave any room for customer feedback or reaction and cannot adjust his presentation in response to that input
  • Unwilling to risk personal rejection or judgment, he may create an image or persona rather than be himself
  • Keeps the audience at arm's length, making his presentation seem less personal to the customer

Request a sample candidate report