Sales tips, leadership communication skills insight and more from Steve Giglio, sales training professional for more than 25 years.

Leadership Planning for 2017: Step 1

November 10, 2016

This is part one of a three-part series dedicated to helping you plan your team’s direction for 2017.

Part 1: Look Back to See Forward

Here are six essential questions for you and your leadership team to resolve to gain a clear line-of-sight into what occurred this year and where you need to tack your organization for next year:

Where were we a year ago?

A whole year has passed. Lots has changed in the world, in the country, in your industry and with your company. It’s important to assess where you were last year at this time. Review the team you had then and the one you have now. What changed? Was there an impact to the culture? Are some of the same factions that resisted your direction still with you? What is your client roster and how has that changed? Why?

Reminding yourself of where you started the year will help you determine how you got where you are now. So…

Where are we now?

You set goals last year, right? You must now look honestly at how you did. Goals are nothing if they aren’t measured. What success metrics did you determine were mission-critical last year? Did they turn out to be good indicators of your company’s health? If not, what must you measure this year so that you can get a more accurate picture?

Another critical element here is to find out what others think. Creating a system for gathering feedback from you team is part of that. Where do THEY think the company/department is now compared to a year ago? And your customers need to be heard to. How is your brand regarded? Is it better than it was last year? If not, what happened?

You can’t plan where you want to go without knowing where you are now. It’s like planning a route without a starting point.

Where do we want to go?

Goals. Many companies/teams set them. Far fewer actually reach them. Why? Because they don’t align the goals with where the company as a whole is heading 3-5-10 years from now. Yes, it’s cliched to ask “Where do you see yourself in 5 years?” But, it’s also critical. Once you can put that long-range goal out there, you can back up and determine what has to happen THIS year in order to get there.

And then you must ask, “How aligned are my lieutenants with these goals?” If the answer is “not very,” you’ve got some work to do as the leader. In Part 3 of this series, we will tackle what to do about under-performing team members but for now, determining who is on board…and who is drifting…will establish your team’s baseline from which you can start making changes.

Where was the market a year ago?

Much changes with markets. Last year, what resonated your customer base? What were they buying from you? From others? What wasn’t selling at all? What were the trends this year and how did that impact your bottom line? If your teams have been diligent in their work, they should always be up to speed on this information so, tap them as a resource for this part of your look back.

Where is the market now?

How did the market react this year? Is it where you thought it would be at this time? If not, what happened to send it on another course? You can’t predict all market fluctuations but, having a firm grasp of the historic performance (this year and from previous years), will allow you to determine patterns that can help you anticipate where the market may be going.

Where is the market going?

You are going to set 2017 goals so, you need to put some serious thought into where the market is headed. This will give you perspective as you define what will be mission-critical to you as you set out to achieve those goals. Some things to consider are:

Where is customer loyalty now?
Is it easier or more difficult to attain this follower-ship?
Who are your ideal buyers?
Has that changed since last year?
How sophisticated have your buyers become?
To what degree is procurement involved in the decision making process?
How fleet of foot are your business developers to capture this market?

Looking back allows you to see more clearly forward. Answer these questions with as much detail as you can, pulling input from a variety of sources not just your own perspective. Now you’re ready for the next step!

Next: Defining, or Re-defining, Your Mission Statement and Culture

Nine Reasons Why Presentations Fail

October 27, 2016

I’ve heard every excuse in the world for why presentations fail. Here are some doozies:
“I didn’t get enough sleep last night.”
“There wasn’t enough time to prepare.”
“My boss just threw me in there without warning.”
“I got lost so I was late. It threw me off my game.”
“The moon was in the wrong phase.”

What is common about all of these? They are excuses, and not very good ones. Here’s MY list of why most presentations fail:

1) No Connection to Real Issues

Presentations fail when they are not linked to solving the exact needs of a client. You have to make that link rather than trusting the client will do it for you. Like a lawyer to a jury, you must present beyond a reasonable doubt that your recommendation matches a mission-critical need the client has. A sure-fire way to know that your presentation won’t connect is if you’ve given it before! A “canned” presentation is, in my opinion, arrogant. It says that you didn’t care enough to tailor your recommendation because you think your client should just buy into what you’re saying. If you don’t have several moments in your presentation where you say, “What this means to your business is…..” then you didn’t do the work to connect the dots for them.

2) Lack of Flexibility

You’ll see later in this post that I recommend rehearsing a presentation. However, that’s to build confidence, not so you get stuck on a “script.” Most presentations fail when they are so rigid that there is no room for commenting, questioning and generating new ideas. You want your client to be engaged and you should encourage conversation about your recommendation. I always say, “Listen first, sell second.” But too many times, I see leaders and salespeople so focused on delivering the presentation, or “getting through it,” that they lose their audience. The next thing that happens is the client says, “Ok, thanks. We will get back to you.” No, they most likely won’t.

3) Content Not Prioritized

So many times I see presentations prioritized by what the presenter wants to say rather than what the audience wants to hear. This is a failure of research. If you don’t have a strong idea of what your client wants or needs, then you have to work harder to find out. Did you do a pre-presentation call with stakeholders, finding out their needs? Did you study the industry trends and key issues? Are you prepared with a list of open-ended probing questions? Once you’re armed with information, become the client. Structure your presentation based on what you believe they will want to learn, and in what order. What this does is demonstrate understanding, rather than just knowledge, which should get your client’s attention!

4) Too Long

More is not better. I’ve heard hundreds of presentations that are just too dang long! You have too? We all know the type…they are packed with so much information that none of it is memorable. Think about the best presentations you’ve heard. There was a rhythm to them. They flowed well. Like a good song, there was just enough to stick with you throughout the day. Your presentation should be music to your client’s ears, not a test of endurance.

5) All Text, No Graphics

Did I get your attention? Visual representations that support points you are making orally go a long way towards conveying your message….without you having to say it. This sample chart clearly says something is growing over time, a powerful image as you deliver your key messages. Pictures are worth a thousand words….so use them!

6) Too Many Qualifiers

I think this reason might be really important to you. Not very convincing there, was I? As I’ve written about before, using qualifiers, such as “I think,” as you make your recommendations weakens your position. Sure, sometimes qualifiers are necessary. But most of the time, presentations are time for boldness. Being tentative is not going to win over your clients and get them to accept your recommendation. Tentative behavior slows down your momentum and reduces the confidence your client has in your ability to recommend strong solutions.

7) Questions Are Not Discovered and Resolved

Just about every presenter I’ve ever seen says some form of this at the opening, “And if you have any questions, please feel free to ask. I want this to be an open discussion.” I don’t believe them. Why? Because they stumble so badly when someone actually does interrupt and asks a question. Too many times, the answer is “That’s a good question. I’m going to answer that a few slides from now so, why don’t we keep going.” Wrong! They want, and deserve, an answer now. Give it to them. Resolving their issue will get their minds off of it so that they can pay attention to the rest of what you have to say. And if you don’t know the answer…that can be a GOOD thing. It’s an opportunity for you to ask a few clarifying questions, through which you will get to the real heart of the matter. Just make sure you ask the right questions.

8) It Wasn’t Rehearsed

“I’ve done this before so, I can just wing it.” If you say this, well, what a great predictor of doom! Practice your presentations. You don’t have to do it out loud each time but, what you must do is become crystal clear about your content, the transitions you will make and the key points you want your audience to remember. Write down questions you anticipate being asked and rehearse the answers you want to give. Rehearse in front of your peers or video tape yourself. Overkill? Not at all. Your body language can say a lot.

9) No Closing

Oh my…the number of times I’ve seen people deliver great presentations yet not ask for what they came to get is astounding! If you remember anything from this post it is this….delivering the presentation is NOT the goal. Say that out loud the next time you are giving a presentation to a client. It will remind you that you have to close! You have to know what you want out of the meeting or you’ll never get it. And then if you don’t ask for it, how can you expect it to happen? Be sure to have a strong close such as, “I’m confident I’ve answered all your questions. As I see it, the next step is to create a formal proposal that you can review internally. Does that work for you?” Whatever the close is, make sure you don’t leave without delivering it or, you’ve just wasted your, and their, time.

I hope this helps with your next presentation. Much of this post was taken from a book I wrote a few years ago, “Beating the Deal Killers, Overcoming Murphy’s Law (and other Sales Nightmares).” If you found these tips helpful, the book has a lot more so give it a read!

The last time you delivered a presentation that you thought failed, which of these reasons was the cause? Let me know in a Reply below. Thanks! -SG

Creating Your Value Proposition: It’s Not Your History!

October 19, 2016

Curating your organization’s value proposition is a fun exercise that brings people together along with synthesizing your company’s DNA. Too often, however, organizations feel they need to present their history of achievements, how they began as an organization X number of years ago and/or the biographies of their founders. All of these are wrong. How your organization got its start can be interesting ONLY after you’ve presented your unique offering, not before it.

In this video, I explain what I mean and the importance of your team being in “one voice” when communicating your brand:

Four Score and Seven Years Ago….

That line worked for Lincoln, who was establishing a point about the evolution of a nation over time. But if YOU try to give an oral history of your company, it won’t work as well. I recall one Fortune 100 client whose value proposition began with the company’s founder and the international situation he found himself in that catalyzed the creation of their service. And this went on for four pages! This was more a cure for insomnia than anything else. What he did not deliver was how his company and its offering had become indispensable in today’s world.

Developing Your Value Proposition

I’ve worked with hundreds of executives, helping them synthesize their company’s DNA into a coherent and logical value proposition. The process is not that hard. Here’s how to do it:

Gather together your top three business development execs who have a track record of procuring solid business for your organization.
Schedule an entire day to mine their experience and situations so you create a value proposition that is ready for the real world.
Begin your facilitation of the group with the challenges they are facing in your marketplace and how your product/service solves these issues.
Start the outline. Create an agenda of DNA points that need to be made. List the points in the order that best edifies your clients. Think of each point as an individual chapter in a book. Make sure the order of DNA points is defendable, i.e. there’s a reason why you discuss point A before B.
Storyboard each point with its own page and place each page on a wall to view the story line. It’s amazing how clear your value proposition becomes when everyone can see it!
Get it done in eleven pages, no more.
Script the presentation. Yes, script it, no bullets points. The more your team is in one-voice with your value proposition the better the resonance of clarity in the marketplace and the less blurring your brand has.

Enjoy the process; it’s quite revealing and very fulfilling. Let me know how it goes or, contact me if you need help guiding your team through it.

When was the last time you heard each team member deliver your company’s value proposition? What did it reveal to you? Let me know in the comments below. -SG

What to Look For in Your Sales Team

October 5, 2016

When interviewing someone for a job, we generally have a few key characteristics that, if found, would indicate the person will be successful with our company, right? But, how often do we look at our own sales teams with the same amount of examination?

What I’ve found over the years, whether it’s with Fortune 500 companies or smaller firms on the rise, is that there ARE some key characteristics of successful sales teams. You just need to know what they are, always be looking for them and provide guidance when some go missing. This video sums up what I’m talking about and I expand upon it more below:

Speaking in One Voice

“One voice” means presenting a consistent message that articulates your uniqueness in business. When business developers/consultants/salespeople are left to their own devices they will craft a message they are comfortable presenting. This does not create resonance in the marketplace.

Resonance (Webster’s definition): the quality of sound that stays loud, clear and deep for a long time, a quality that makes something personally meaningful to someone.

Listening First, Selling Second

Sound familiar? That’s because I wrote previously about the importance of listening in any sales situation. Your team must master the art of listening with empathy…they have to feel the pain of their client and stay in it with them. But just hearing them is not enough.

Understanding Clients and Their Language

Each industry has it’s lingo…a dialect of acronyms, product specs, services, etc., that define it. Does your team know that language? That’s a good start. More importantly, though, is understanding the atmosphere and climate of each client’s industry. Your team needs to anticipate problems, foresee opportunities and be there with solutions before the competition. That takes work that is never finished…it’s an ongoing process.

Offering Solutions, Nice to Haves

A colleague of mine early in his career worked for a major consumer electronics chain. During the sales training process, he was tested on audio product features for a particular amplifier. One such feature was “Dual Illumination,” which gave the option of the display screen being lit in blue or orange. When asked during the test why a customer would want that feature, my colleague, not having a good answer, said “Why? Well…you just gotta have it!” If only it were so easy. Your sales team needs to offer solutions to real problems, not just “nice to haves” that aren’t mission critical. And if they don’t know if your service or product can provide a solution, then they need to do more homework. “You gotta have it!” isn’t going to work for them!

By they way…it didn’t work for my colleague either. He failed the test.

Using these four sales team characteristics as the basis, how does your team stack up? Let me know. -SG

Before You Call: 3 Questions to Ask Yourself

September 28, 2016

Email. Text. Chat. Voicemail. All of these have become common ways in which we communicate with clients and business associates. But what about the big one…the phone call! Lost in our digital age is the importance a phone call can have in determining the future of your business relationships. And yet, many times I’ve witnessed seasoned executives as well as new sales people stumble when faced with talking with their clients.

Three Key Questions Before Calling

Many people have a deep fear of public speaking. So it is no surprise that the phone call, which itself is a mini-form of public speaking, can be intimidating. To help build confidence, I advise that people ask themselves three key questions prior to picking up the phone:

1) How am I memorable?

There must be something that sets your company and its product/service apart from your competition. Do you know what is? And is that based on up-to-date information? What advantages do you bring to the table? This question forces you to uncover the core of who you are and why your offering is worth sharing with your client. Bullet point the key selling points and have them in front of you before calling.

2) Am I prepared?

What will your client, or prospective client, want to know? This requires homework since you will need to know their current challenges. Are you bringing relevant information to them that will help alleviate one or more of those challenges? If not, then why are you taking up their time? You need to be on top of the business landscape in which your client operates. Not doing so relegates this phone call to being just like any other your client has gotten. Remember…you need to be memorable (see above!).

Another thing to consider when preparing is…are you ready to talk with the boss? Various scenarios could unfold that have you speaking to the CEO or another executive in charge. For example, your client contact could answer and, by chance, have the CEO in the room. Is what you have to say today CEO-worthy? It should be and good preparation to that level will pay off regardless.

3) What do I want to happen?

Wow…if you don’t know the answer to this one before picking up the phone, you’re sunk! However, if you know what you want the result of the call to be, then it will be easier for you to make that happen. What goal have you set for the call? Is it consistent with your client’s goals? “I want to tell him about our new product” is not good enough. That’s about you, not them. “I want to solve their inventory management problem with our new product that will save them time and money” is a far better goal, right?

Phone calls have become a bit of a rarity these days. Be different. Call! But be sure you answer these questions first.

How often do you call your clients? Do you find it more, or less, effective than digital communication? Let me know. -SG

Give Directions, Not Just the Destination

September 20, 2016

Most of us have some kind of mobile device we use for directions. We plug in a starting point and a destination and voila…fully mapped out routes. Apps like Google Maps and Waze will give alternate routes from which to choose, essentially asking for our input.

So, if a mapping app can do that, why don’t many executives?

Provide Direction

Many people I’ve coached over the years seem content to tell their teams the outcome they desire but orphan their directs by not providing direction on how to get there. This is a mistake. The result can be teams that feel disconnected instead of included. They also may feel a bit lost. Neither scenario will likely result in the exec getting the outcome he/she wants in the timely manner in which they expect. If you didn’t have turn-by-turn directions from your app, could you find your destination on your own? Perhaps…but it would likely involve many wrong turns and delays. You can ill afford that in your business, right?

Solicit Input

People know when they are being shut out and dictated to rather than being included. Leaders often need to map out the plan for getting to the goal. Just as important, though, is soliciting input regularly from the team, who are in the trenches, so that new ideas are explored that could positively impact the results. What this does is affirms people and let’s them know you trust their judgement…and want it! It shows a desire for transparency and partnership that empowers the team to always be thinking of new ways to add value.

Including people can be as simple as asking:

Here’s the direction our team is going in, what do you think?
What would you add? How come?
What are you seeing that’s important for all of us?
How do you feel you’ll be affected by this?
What are your goals for this endeavor?

Give your team a destination and a map but, allow for flexibility based on their familiarity with the current business climate, competition and potential roadblocks. You will solidify your leadership position as coming from a place of respect and create a team that is always heading in the right direction.

Is your team lost? How did that happen? How can this post help you get them on the right path? Let me know. -SG

Seven Reasons to Change!

August 25, 2016

As you grow as a leader, you will change, whether you like it or not! How you change and the impact that has on your development, your team and you future is up to you. Sometimes, the changes are requested by others who see your potential, even if you don’t. I work with many people in this capacity. Here’s a quick video where I explain why YOU wanting to change is the first, most important step:

7 Reasons to Change

There are a lot of reasons to change. Here are seven that I’ve found can be strong motivators:

Someone, or some people believe in you: you’ve got a team of people who see more in you than you might see.
Trust people who care about you, beyond your own opinion: the person who desires this program for you wants to contribute to you, don’t get in their way.
Be grateful versus critical with this opportunity: WAY too many of us are not grateful often enough. An executive development program is an investment in your growth, not a scarlet letter, ever.
Think about how many executives and potential peers of yours will never will get this chance/investment in them?: think about this, there are people around you who may have plateaued and have been passed by, don’t let this happen to you.
You can’t do it alone: it takes a village to demonstrably change behaviors. It must be done carefully and professionally.
It’s not about being right with your current behavior, its about being effective as an executive who can lead others.
It’s healthy to stretch yourself: there will always be something to get better at, seize the opportunity now.

Use these reasons to be straight with yourself regarding what might be thwarting your adventure and how these could impact your growth as a leader.

Want to discuss changes you want to make? Contact me at steve@giglioco.com

Fearless Probing Questions

August 17, 2016

In my last post, I listed the 10 Worst Questions to Ask a Client. So, what questions should we be asking? Given the pressures so many of have on producing results it’s important to understand that the pressures we have, our clients have, too. Therefore, to “serve” clients as an adviser, not a vendor, you must probe your clients with intimate questions, NOT peripheral ones.

Nice vs. Fearless Questions

I’ve got to acknowledge Ellen, my spouse for labeling this action with the term, fearless questions.
Its perfect for our conversation. You either have the confidence and homework done to ask fearless questions or you don’t. Asking these questions positions you as a determined solution provider by your veracity.

Too many consultants/business developers desire being liked over being respected. Focus on asking questions that bring respect to you for your insight and prescience.

Fearless questions make you deliberate and empathetic at the same time. To resolve the pressures your clients face you need to adopt these fearless questions into your repertoire.

Here’s an example:

Nice Question: What are your goals this year?

Fearless Question: From my research I see that your organization is rebranding itself, why is this essential now, given your competitive set?

Nice Question: What’s your plan to increase your market share?

Fearless Question: How much has your share eroded from this market loss?

The point is to illicit an emotion form your client that GETS THE FACTS OUT. Being nice doesn’t.

Have you been fearless with your questions lately? Tell me how by replying below. – SG

Leadership Job #1: Finding, Shaping and Promoting Talent

July 26, 2016

I was recently asked to write an article focused on the Private Equity industry. The following is that article. I hope you will find elements that can help you in your business as well.

Do you remember when you first entered the Private Equity business? Maybe it was quite a while ago, maybe just a few years. One constant is that Private Equity is a daunting field. And while the pressures are great for senior executives and managers, they are equally so for those just entering the business. Sure, the situations are different but, well, you probably remember the intensity you experienced when you first got into the game.

Remembering that time as you began your career is an important element as you coach new associates, who present a lot of challenges for you. But when I coach managers, I ask them to first consider the challenges new team members face. From there, you can manage their activities, expectations and interactions from a place of understanding and compassion. Let me explain why that is important, not just for them but for your career as a leader.

What’s On Their Mind?

New employees have a lot on their minds. But a few key questions they ask themselves are:

· How will I handle the pressure?

· Will my boss help me or orphan me?

· Am I just an analyst?

· Will I have a development plan?

You’ll notice none of those questions have to do with salary/money. Ok, maybe they have that on their minds too, which is not a bad thing. But the questions above point to a mindset that says “I want to do well but, I need help getting there. I hope I’m not just left alone to figure out how.” That’s where you come in as a good manager.

Six Skills to Observe and Coach

Here’s the good news: people at all levels desire and appreciate coaching. Consistent coaching says; “I care about you, I believe in you.” Employees fail for a number of reasons but, I have found in my years as a leadership coach that the lack of coaching and direction is a big one. Avoid it at your, and the company’s, peril. Outlined below are six essential skills/behavior milestones to understand and coach so that you can transform your associates into a highly productive, cohesive, profitable team:

I. Provide Fast, Accurate Analysis

An associate’s world must initially focus on this. What’s important to observe at this time is your associate’s ability to capture what you’ve requested in the right spirit. Ask yourself this question as you analyze their potential:

· Are they focused?

· Do they accept the marching order with the right attitude?

· Is their work product correct and clear?

II. Communicate Clearly and Concisely

Mission critical is an associate’s ability to clearly communicate their analysis. Many associates are challenged here. A great skill of any PE executive is his/her ability to teach their analysis to others. This teaching fosters dialogue amongst the team which is essential to lifting the team’s awareness of an issue. Notice an associate’s ease of communication.

· Is their physical delivery strong?

· Do they look at you and others when speaking?

· Are they halting in their delivery?

· Are they verbose when delivering a piece of analysis?

· Do they self-edit too often?

· Are they engaged or disengaged from their communication?

The answers to these questions are important to measure an associate’s propensity to develop as a PE executive. Essentially they need to represent you and your organization professionally and consistently. In your interactions with them, are they at ease? If they’re not comfortable speaking to you, how comfortable will they be with a portfolio company they are assigned to collaborate with?

III. Time Management

Notice how effectively your associates manage their time. Are they locked into doing A+ work at the expense of other analysis they need to produce? Being a perfectionist is detrimental to you and your company’s overall mission. It is possible that an associate driven to perfectionism only relies on the numbers not the overall strategy you’ve forged.

IV. Observe Without Prejudice

An important measure of an associate’s ability to develop into a senior associate/vice president is their degree of maturity and forbearance. By forbearance, I mean the ability to patiently restrain themselves when their opinion of an issue differs from others they must persuade.

An associate needs to develop relationships of trust, not silo themselves. They need to socialize ideas amongst their team to create a shared understanding of the direction the team will head. Much of an associate’s success here lies in how well they organize their thoughts, either informatively or persuasively. The more successful they are at this, the more people they will involve.

V. Being Self-Aware

Having self-awareness is critical to an associate’s growth. Doing a 360° Feedback Review is important along with establishing a clear development plan from this review for every associate you employ. This communicates to your associates you want certain behaviors to transform. It is here that you need to acknowledge inappropriate behavior and its impact on others. If an associate cannot observe/act without prejudice, they become a thorn in people’s side versus an approachable balanced resource.

Associates need to challenge people of different opinions to forward the strategy you’ve established. They must do this in a relational manner, not a condescending one. PE has always had this reputation. Realize that from the first “getting to know you” dinner the management team is skeptical of you. Once you’ve mutually set the strategic course of their company that management team may still alter what you’ve agreed to.

It is your associates who will need to see this “iceberg” first and relationally communicate it to the management team. Notice the pattern of an associate not “getting along” with others. It’s a sign that he/she may not ever succeed collaborating with people.

VI. Framing and Delivering a Recommendation

A sure sign of an associate’s growth and readiness for promotion is their ability to frame and deliver a recommendation to varied listeners. This is an important skill. Finding the correct aperture of a person takes maturity and humility. An associate’s ability to correctly synthesize an analysis is mission critical to their development. From this skill they then must hold a management team accountable for their direction and strategic plan. This is the skill of persuasion. Can they forge a relational climate where they deliver their recommendation in such a way that it’s understood and accepted? Succeeding at this illustrates insight and maturity.

In summary, people buy people first, product/analysis second. Your firm rises and lowers from this realization. Every person on your team represents you and needs to comport themselves accordingly. Your challenge is to define and operationalize this.

Ten Behaviors that Shape a Private Equity Champion

July 26, 2016

Recently, I was asked to pen an article focused on the Private Equity industry. The following is that article. I hope you will find some useful tips for YOUR industry.

Becoming, and remaining, successful in Private Equity presents many challenges. Champions figure out how to overcome them so that they can stay ahead of the always-changing trends and triumph over their competition. Over the past 20 years, I’ve worked with many top-level PE executives and observed key behaviors that lead to their success. Here are ten that can help you achieve your goals while developing teams of champions:

#1 Listen Without Bias

From investors to management teams to lenders, having the ability to listen without bias or agenda is essential.
Listening to understand a person’s frame of reference, values and beliefs is key to communicating your position into the aperture your listener can appreciate.
Too often executives communicate in too declarative a fashion versus a relational one.

#2 Communicate Effectively

Being clear, concise and engaged are essential behaviors of a leader. Many times, we communicate to people as though they were us rather than the person they actually are. We forget they have a completely different frame of reference and ability to grasp what we are putting forth.
Tailoring how we deliver our recommendations is critical to being understood and accepted.

#3 Team Player

Stop the siloing. People have a tendency to hoard their information, believing they have an edge over their peers in a discussion. Actually, it’s the exact opposite. The more transparent you are, the more powerful you are.
Acting as a team and being in one-voice with your message is mission critical to an investor. Your team must be aligned and clear-of-communication or your idea/recommendation will be lost in translation.

#4 Trust Others

Always assume positive intent. It’s important to share your knowledge of an issue and your desire for people’s opinion. Everyone must drop their “righteous” behavior; it serves no one. The more a team trusts one another the more aligned and cohesive their message will be to a management team.

#5 Groundedness

The ability to remain focused during a reactivating situation is the mark of a professional. Manifesting a high degree of forbearance in these situations illustrates your maturity and balance. Remember, everyone on your team is watching you. Don’t obsess over this, just be responsible for your behavior.

#6 Debate Cleanly & Objectively

Discussions and debates are essential in PE. When done correctly, they lift everyone’s understanding of an issue.
What’s important is to facilitate the conversation in a relational, structured way. This means tying down issues and presenting other issues in a chronological fashion that makes sense to all participants. What it doesn’t mean is forcing your will on people.

#7 Investment Maturity

Great executives maintain a level of maturity and patience. At times these two behaviors are tested by portfolio companies. Management teams often do what they want versus the strategic plan you’ve created with them. Remaining mature and resolute with your plan illustrates your confidence in the plan and consistency as a leader. Management teams and direct reports need to observe and emulate this comportment.

#8 Delegate Work

What is the highest and best use of YOUR time? Be maniacal about this. When you do others’ work you do not affirm them, rather you stunt them. Direct reports need to experiment and discover their abilities through the work streams you create for them. This is essential for their growth and you as a leader.

#9 Develop Others

Followership is important along with retention. The more you develop your direct reports the more they will follow you and think like you going forward. You need this.
Being involved in a direct’s development says “I care about you and I’m formalizing your development.” Way too often executives manage on an ad hoc basis versus a formalized one.

#10 Have Alacrity

Definition: a cheerful willingness to engage with people. You either have this quality or you don’t. Do your best to be enthusiastic when you meet, greet, engage and lead others. They will emulate you going forward from this behavior. You will set a tone of confidence and positive engagement throughout your organization.

Review these ten behaviors and determine which you are currently excelling in and those which need more attention. Come back to this list often as you check in to see how you are doing. If you are constantly looking for ways to develop your skills that align with this list, you will be, and stay, a PE champion!