Crazy Enough to Win (For Those Who Love the Game of Business)

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Edward took over as branch manager of this bank eight months ago. He is new to town and this branch, but not new to the company. He has been an assistant branch manager with success, and his promotion to branch manager at this bank is long overdue. A previous manager taught him how to run an efficient and profitable business enterprise during his tenure as assistant manager. 

 Gordon is a problem. He is a mid-level manager at the branch and now reports directly to Edward. Gordon has learned the branch business well and can play the political game to gain an advantage for his plan. 

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No matter how 2022 impacted you, it is not over. Whether it brought you the birth of a new family member or the passing of a loved one, the rest of the year is upon us. We can choose to look backward or forward. I can be sad about the past, or I can look forward to the next season in my life without youth sports. We like to cling to the past and the nostalgia accompanying those memories. 

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I have discovered some powerful reasons why managers seek mediocrity rather than excellence for the organizations they serve. Surprisingly, the challenge for greatness is often "not more difficult" to achieve. It simply requires a different mindset when presented with a problem.  

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Preston is already late for work and feels stressed by the fresh Monday morning upon him. He decides to stop for coffee anyway. The five-mile drive to his office seems more like fifty. He is in his seventh month as production supervisor, and it feels like seven years. "How did it get this bad so fast?" he thinks. He used to love his job and his life. He is twenty-nine years old with a three-year-old baby boy at home. His relationship with his wife, Cindy, is excellent. And yet, he is so miserable. That faint yet undeniable sick feeling is coming back, and he ponders whether he needs to vomit again today.

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The Great Resignation  is not turning out like many planned.  People are leaving good jobs and making a huge mistake.  The new jobs are not being advertised accurately, and people are disappointed.  I have discovered the "real" reason the new jobs are not as promised.  You will be shocked to learn what is really going on.  Wait for the ending!

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The pandemic and work-from-home accelerated the current employee engagement problem. When you blame employees for quitting in mass numbers, you are the issue. It is not your people or the generation; it is your opportunity to change. It is always your fault as the leader. I constantly hear executives gripe and complain about generational differences, attendance, and engagement. My typical response is good, now do something about it because complaining will not solve your problem. 

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"I will not pay for employees to train while I am paying them to work," said the CEO of a company. It reminds me of the CFO that told the CEO, "If we train our people, they will leave for a better job." The CEO replied, "What if we don't train them, and they stay?" This polarized thinking forms the foundation for organizations' challenges during the Great Resignation. 

The idea that the job (with a paycheck) alone will retain employees is unfortunate. The concept of work is evolving as the generations change. Companies must now compete with the Gig Economy and other organizations for the same talent. We have seen nothing like this in the history of the modern workplace. 

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Can we make the wolf persona mainstream in sales? Should I buy a Super Bowl ad to communicate my new wolf sales model to the world? Too big or too lofty a goal? I need to share the model and test interest with the world to answer these questions. A virus mutates to survive, so sales models must adapt to the changing buyer. The 2009 financial crisis gave birth to the challenger sale model in 2011. My goal is to use the 2020 pandemic to introduce the Wolf Sales Model to the world in 2022. 

Currently, there are ten top sales models. Some you may have heard of, while others are more obscure to the non-sales community. Many hybrid models also exist within the whitespace between each model. I will explore two as an introduction to the Wolf Sales Model for selling. 

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I am a massive fan of David Friedman's work for culture by design instead of culture by chance. He does a fantastic job helping company's transition abstract values into concrete behaviors (he calls fundamentals). Unfortunately, many organizations do not understand what their culture represents to the people on the team. Many CEOs have a large blind spot when it comes to culture. They are too close to see what is happening. It is like the odor of one's home. Others can smell what we cannot.