Peter Sorgenfrei

Here's a recorded workshop on how I stopped losing Enterprise deals to lack of buying group consensus. TLDR - buying groups won't reach consensus on a solution, if they can't reach consensus on the problem. But, we often skip that step in a hurry to show our demo. 7 steps. It's all in there (the emails, the questions, the meeting facilitation techniques, etc.) https://lnkd.in/gvHh2RWD

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Annual reviews are a waste of time. I never liked the annual review process. Don’t get me wrong, feedback is important That's exactly why annual reviews are worthless. Feedback is the highest leverage activity for any manager. It should be scheduled with a more frequent cadence. Benefits of regular feedback: → Builds engagement → Aligns the team → Corrects small issues early Problems with annual reviews: → Emphasize the most recent achievements and struggles → Allow only one development touchpoint → Incentivize lumpy performance For these reasons, I like this cadence: 1/ Daily: privately recognize the contribution of at least one colleague – up, down, or sideways 2/ Weekly: publicly recognize the contribution of one of your direct reports (if you don’t have any, go up or sideways) 3/ Monthly: 15-20 minute huddle to review objectives, strengths, and challenges with your direct reports (and recalibrate as needed) 4/ Quarterly: replace the monthly huddle with a more comprehensive review that includes a retrospective review, upcoming quarterly plan discussion, and incentive compensation 5/ Annually: replace the monthly huddle with an in-depth session that aligns long-term individual and team objectives As with anything important, put these things into your calendar or reminder system and treat them respectfully. ___ How do you stay consistent with delivering and receiving feedback? 👇 Let's discuss in the comments.

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What if your biggest competitive advantage isn't strategy - it's adaptability? We had an eye-opening workshop this week with our Vistage CEO group, led by Larry (LK) Kihlstadius on Adaptive Leadership. The data: 50% of S&P 500 companies will be gone by 2027. Not because they had bad products, but because they couldn't adapt fast enough. The Three Key Areas Every Leader Needs to Focus On ✔️ Adaptability (how fast can you pivot?) ✔️ Vulnerability (are you real with your team?) ✔️ Alignment (is everyone rowing in the same direction?) The Research: McKinsey found that leaders in the top 10% of adaptability also excel at inspiring others, driving results, and championing change. We spent time on the A.C.E. Model, looking at how we adapt (Ability), who we are when we adapt (Character), and when conditions support adaptation (Environment). Adaptability isn't just about being flexible. It's about building the muscle to thrive when everything's uncertain. One key question Larry asked: What would it look like if you could improve your leadership team's adaptability? Where would a 10% bump in adaptability remove the most friction in your business? Answer that honestly, and you’ve got your next leadership sprint. For me, it means fewer firefights, faster decisions, and a team that doesn't freeze when things get weird. Which, let's be honest, is most of the time these days. If you're leading through constant change (and who isn't?), the question isn't whether your company needs to adapt. It's whether your leadership team has the capacity to lead through it. What's one area where you've had to adapt recently as a leader? Thank you to the team at Comerica Bank (Araceli Dominguez-Singh, Jasko Korajkic) for hosting us. Renee Borg, Amar Kandale, Alex Stettinski, Cindy Mascheroni

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