Creating Self-Accountability │ Keith Rosen

Can mastering selflessness and curiosity revolutionize your sales game? Join us for an inspiring conversation with Keith Rosen, CEO of Profit Builders. Keith brings a wealth of knowledge on cultivating a thriving sales culture that transcends metrics. He shares the core principles of his holistic coaching approach, which encompasses selflessness, presence, curiosity, and robust family support. 

 

Creating Self-Accountability and Time Management (10:11)

This chapter examines the importance of aligning actions with core values to achieve integrity and personal fulfillment. The common struggle leaders face with time management and its impact on honoring values is explored. The significance of creating and empowering a routine is emphasized by focusing on activities that align with business goals and personal priorities. Insights are provided on establishing self-accountability through scheduling, along with the necessity of leveraging external support, such as coaches or peer accountability, to maintain commitments. The conversation highlights practical strategies for transforming time management into effective self-management.

Building Interdependent Relationships for Sales Success (20:16) 

This chapter explores the dynamics of codependency, independence, and interdependence within professional environments, particularly in sales. Codependent relationships, where employees' value is tied to performance metrics, can stifle growth and create a culture of fear. Emphasizing core values, the need for unconditional support from leaders is highlighted, fostering a productive and positive work culture. Blind spots that managers might have, often perpetuated by a compliance-driven approach, are addressed, stressing the importance of coaching as a powerful tool to enhance self-accountability and promote a growth mindset among team members. By challenging conventional methods and focusing on understanding employees' perspectives, managers can create a more sustainable and empowering work environment.

Transforming Leadership Through Question-Oriented Conversations (27:00)

This chapter addresses the challenging transition from an owner-led high-growth phase to a leveraged growth phase in companies. The difficulty of shifting dynamic leaders, who have been deeply involved in the journey, to roles that emphasize coaching, building others, and service leadership is explored. The discussion highlights the importance of cultural shifts focused on making team members more valuable every day, rather than solely fixating on metrics and results. It emphasizes the need for managers to communicate the "why" and benefits behind changes to gain buy-in and align business objectives with personal goals. An illustrative story of a manager struggling with team performance underscores the significance of proper support and investment in employees to drive transformation.