 |
…teams should experiment with a product option that is priced to help customers better understand the relative value of the items and plans you hope to sell.
|
254 |
 |
Teams that aren’t constantly innovating, that aren’t continuously diving into customer data and surveying, and that aren’t rapidly experimenting and producing results are not long for the world.
|
269 |
 |
Competing priorities, limited resources, and corporate inertia can quickly swallow up even the once-highest-performing teams.
|
269 |
 |
Often the best remedy for a growth team that has stalled or is coming up short on ideas is bringing in a fresh perspective.
|
275 |
 |
…whether a company has made the choice to put their team and their customers at the center of every decision will be what separates the great ones from the pack.
|
006 |
 |
…if you take care of your managers and give them what they need to be successful, you put them in a better position to take care of their teams.
|
041 |
 |
A leader’s responsibility is to identify the strengths of the people on their team, no matter how buried those strengths might be.
|
066 |
 |
Every manager lives with the fantasy that their team can read their mind. But in reality, you have to make your expectations clear.
|
069 |
 |
Whether criticism or praise, it’s a leader’s job to give their team feedback all the time.
|
070 |
 |
…every person on the team should be hearing more about what they did well than what they could do better, or they’re going to feel deflated and unmotivated.
|
070 |
