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Bill is the director of learning and development at DISYS, where he works cross-functionally to both engage and equip customer facing roles to have successful buyer interactions, and foster an environment where they can thrive. As a former sales professional, sales leader, a founding member of the Sales Enablement Society, and a current member of its Executive Board, Bill is committed to elevating his practice and evolving the enablement profession. Connect with Bill on LinkedIn.

Bill Ball

When I move forward with a new SE initiative after agreeing on the intended outcome, I chart a path with qualitative and quantitative data that will tell the story.

Measuring Sales Enablement to Tell a Story and Empower Stakeholders

Bill Olsen: Bill Olsen is a nationally-ranked Certified Professional Facilitator, trainer and speaker focused on delivering accelerated results through creative problem solving. Whether facilitating offsite, training or running workshops, he has a reputation for delivering tangible outcomes and strong consensus. Having supported clients in 10 countries and 26 US states, he serves those with a genuine need for meaningful change. Serving as a US Navy Commander trained in Creative Problem Solving, Bill applied creative tools to his high-risk Navy project, which achieved unparalleled success and was awarded the Nation’s “Silver Hammer Award for Reinventing Government”. As a University professor he shared his skills in his own Creative Problem Solving courses, which were formally recognized as “the most popular electives in the history of the University”. Bill Olsen has been a full-time professional consulting facilitator and trainer since 1999, as he continues to use creative problem solving to accelerate results.

Bill Olsen

Bill Maw is the author of THE WORK-LIFE EQUATION: Six Key Values That Drive Happiness and Success. He is also a business executive, social entrepreneur and mentor. He has more than 30 years of workplace experience with large-, mid-, and small-sized companies around the world where he has witnessed astonishing success stories and spectacular failures. Visit http://worklifeequation.com for more information and follow Bill on Twitter @billmaw.

Bill Maw

Bill Steele is a senior facilitator and executive coach at BRODY Professional Development of Jenkintown, Pennsylvania. You can contact Bill by email at bill@brodypro.com.

Bill Steele

In our last Being a Can-Do Leader blog post, “Too Much on Your Plate? Try Multi-Impacting,” we made the case for using the strategy, “purposeful multi-impacting,” as a way to get more done in less time. The essence of this strategy is for leaders to make decisions and pursue a course of action in ways that will simultaneously achieve more than one desired objective.But, of course, when you are in a leadership position, your goal isn’t just to get more done in less time. More importantly, you want to make sure that you do the right things as a leader. This means that  you need to purposefully focus on fulfilling your leadership responsibilities whenever possible.Thinking TPL                                 So, how might you keep a purposeful focus on your leadership agenda? Chances are you’ve already had a quick look at The Answer. The answer, that is, in the form of the Can-Do Leadership Zone below. Now, let’s take a closer look at this ball-in-the-box graphic.Can-Do Leadership Zone  This three-dimensional graph is an easy-to-remember representation of the fundamental people management responsibilities that all leaders inherit when they take on a management position.The three axes are tagged “Task,” “People,” and “Learning.” They are meant to remind us that, if you are going to be the sort of leader who excels at building teams that can get the right things done with a high level of know-how and commitment, these areas will require your continual attention as a leader. For shorthand, we call giving appropriate attention to the relevant Task, People, and Learning issues as “Thinking TPL.”Getting on the ball as a leaderNow, as for that ball in the box that we call the Can-Do Leader Zone, it is there to remind us that in order to get the right things done with enthusiasm and skill, leaders must continually give appropriate consideration to addressing the relevant task, people, and learning issues whenever they can. Give some consideration, that is, not just to one of these leadership dimensions, but to all three. Reminding yourself to Think TPL can help you remember to do what needs to be done to lead your team into the Can-Do Zone.Thinking TPL in real time Nice theory you might say, but how might this actually work in practice?  Here’s how Kim, a recently promoted manager in a Big Four accounting firm, put the Think TPL mantra to good use as she led her first big audit project.Her boss told her right up front that, although he wanted her to continue to use her considerable auditing expertise to do some pieces of this project herself, now that she was in a leadership position she would ultimately be evaluated not only on how well her team performed, but also on her ability to develop the skills and capabiities of her team.Mindful of the importance of getting her team into the Can-Do Zone, Kim realized right from the get go that continuing to remind herself to Think TPL would help her recognize opportunities to fulfill her leadership responsibilities.   Thinking T reminded Kim that whatever else happened, her job (first and foremost) was to get the audit done correctly and on time. At a minimum, Kim had the continuing responsibility to make sure that her team members were clear about tasks they needed to perform to achieve the desired results. Also, she would need to see to it that at critical junctures along the way the proper things were getting done. Thinking P reminded Kim that several of her former peers who now reported to her have been  frustrated and unhappy with their past project experiences at this firm. She would  need to continue to find ways to help these particular team members get fully motivated to drive for high levels of performance. She did so by discussing with them what their main concerns had been, and seeking their advice on what would help them be more engaged and productive, given the realities of this project.Thinking L reminded Kim to continue to make a conscious effort to find multiple opportunities to develop the current and future capabilities of her team. When she was doing work alongside her team members as a player/manager, she tried to teach as well as do (achieving T & L). More important, when Kim was considering who should do what (T & P), whenever possible she gave skill-building stretch assignments (L)—rather than always delegating assignments to her most skilled team members (achieving T, P & L).  By making Thinking TPL a habit—before swinging into action—you will keep focused on fulfilling your leadership responsibilities in a purposeful, systematic way in a wide range of situations.  Do this, and you’ll always be on the ball as a leader!Coming up next: Want an easy-to-remember acronym that will keep you properly focused when thinking about the people axis of our leadership model? Our next Can-Do Leader Blog, will show you how checking your team members’ VITALS will enable you to unleash an engaging Can-Do spirit.

Being a Can-Do Leader: Want to Be on the Ball as a Leader? Think TPL!

The collaborative L&OD Bridge Framework becomes clear when we consider the five steps as a dynamic plan for working together.

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