“When I got my first big promotion in aviation, I went from being part of a sales team to managing that sales team. We had a mandate that if we couldn’t turn the company around within 90 days, it would be shut down. I had to make some very tough decisions, and took four immediate steps. First, I did a ‘reality check’ to determine if the current sales targets were too low, too high, or just right—meaning, a stretch, but not impossible to achieve. Second, I confirmed that everyone knew the goal. This seems like common sense, but it’s amazing to me how often employees have no idea what the company goals are. Ensuring that the team is aware of the goals is the responsibility of the leader. Third, I took an unbiased assessment of the sales team—who had the right skills, and who didn’t. Everyone wants to win, but not everyone knows how to win. Wanting to win is not enough. Finally, I executed on my findings. Once I made the above assessments, I needed to take action. I was quick to part ways with those who I knew would not be able to step up to the task at hand. Letting employees go is never easy, nor should it be, but sometimes it’s the best thing you can do for the team—and the employee, so he or she can go find their true gifts and talents.”
Related Articles
Home & Garden
A Look Into the Life of Bowie House’s Jo Ellard
Bowie House owner Jo Ellard has amassed an impressive assemblage of accolades and occupations. Her latest endeavor showcases another prized collection: her art.
By Kendall Morgan
Dallas History
D Magazine’s 50 Greatest Stories: Cullen Davis Finds God as the ‘Evangelical New Right’ Rises
The richest man to be tried for murder falls in with a new clique of ambitious Tarrant County evangelicals.
By Matt Goodman
Home & Garden
The One Thing Bryan Yates Would Save in a Fire
We asked Bryan Yates of Yates Desygn: Aside from people and pictures, what’s the one thing you’d save in a fire?
By Jessica Otte