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I Don’t Care If You Don’t Like Stop Signs

I Don’t Care If You Don’t Like Stop Signs

When I was general manager of a consulting firm in Princeton, I used to have a regional manager in Minneapolis, Gary, who would swear to me he would meet his sales targets, even though he was seriously behind. He’d tell me that fourth quarter would be the big push, and then in fourth quarter that December would be the big push, and when he failed to make his goals in December and let everyone down, he’d tell me that my goal were unrealistic.

When you agree to play by the rules in place, those rules will determine the winner, weather in an ice dancing competition or an election.

One of my biggest regrets was not firing Gary the first time he pulled that stuff. I enabled his lousy attitude and poor skills.

Written by

Alan Weiss is a consultant, speaker, and author of over 60 books. His consulting firm, Summit Consulting Group, Inc., has attracted clients from over 500 leading organizations around the world.

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