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Retail Greatness Blog

5 Ways to Help Field Service Reps Better Communicate with Management While On the Road

One of the most difficult things for a field service rep to accomplish while on the road is effective communication that keeps him or her relevant, in the loop, and informed. Here are five methods of communication that every rep should be utilizing as often as possible so as to remain both informed and accountable. 

Topics: field rep communication

4 Common Challenges Affecting Field Workers Today...and How to Conquer Them

We know that field service reps tend to face some pretty unique challenges when it comes to their day-to-day work experiences. Here are four of the most common challenges, as well as suggestions for how to overcome them.

Topics: field workers

Don't Assume, Find Out: The Importance of Asking "Why" (Post 3 of 3)


In his book Start With Why: How Great Leaders Inspire Everyone to Take Action, Simon Sinek discusses how the decisions we make in both life and the workplace are based on what we think we know. When we actually ask "why" and find out the truth, rather than our perception of it, then we can begin to adjust how we respond to situations and perhaps react in a more positive light.

Topics: accountability inspiring your field force

Don't Assume, Find Out: The Importance of Asking "Why" (Post 2 of 3)


In his book Start With Why: How Great Leaders Inspire Everyone to Take Action, Simon Sinek discusses how the decisions we make in both life and the workplace are based on what we think we know. When we actually ask "why" and find out the truth, rather than our perception of it, then we can begin to adjust how we respond to situations and perhaps react in a more positive light.

Topics: inspiring your field force accountability

Don't Assume, Find Out: The Importance of Asking "Why" (Post 1 of 3)


In his book Start With Why: How Great Leaders Inspire Everyone to Take Action, Simon Sinek discusses how the decisions we make in both life and the workplace are based on what we think we know. When we actually ask "why" and find out the truth, rather than our perception of it, then we can begin to adjust how we respond to situations and perhaps react in a more positive light.

Topics: accountability inspiring your field force

Tips for Getting Out of One's Way in Order to Become a Better Field Leader (Post 3 of 3)


In the book Leadership and Self-Deception: Getting Out of the Box, the Arbinger Institute innovatively cloaks its helpful business tips in a narrative that makes their book feel more like a bestselling novel, rather than typical, run-of-the-mill, self-help book. While the story may feel fictional at first glance, it is actually a conglomerate of real-life anecdotes on the parts of both the authors and their clients, which is why so many who read this book feel like the authors are telling their own story.

Topics: leadership self-deception

Tips for Getting Out of One's Way in Order to Become a Better Field Leader (Post 2 of 3)


In the book Leadership and Self-Deception: Getting Out of the Box, the Arbinger Institute innovatively cloaks its helpful business tips in a narrative that makes their book feel more like a bestselling novel, rather than typical, run-of-the-mill, self-help book. While the story may feel fictional at first glance, it is actually a conglomerate of real-life anecdotes on the parts of both the authors and their clients, which is why so many who read this book feel like the authors are telling their own story.

Topics: leadership self-deception

Tips for Getting Out of One's Way in Order to Become a Better Field Leader (Post 1 of 3)


In the book Leadership and Self-Deception: Getting Out of the Box, the Arbinger Institute innovatively cloaks its helpful business tips in a narrative that makes their book feel more like a bestselling novel, rather than a typical, run-of-the-mill, self-help book. While the story may feel fictional at first glance, it is actually a conglomerate of real-life anecdotes on the parts of both the authors and their clients, which is why so many who read this book feel like the authors are telling their own story.

Topics: leadership self-deception

Taking the Road Less Traveled in the Field Service Industry (Post 6 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Taking the Road Less Traveled in the Field Service Industry (Post 5 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Taking the Road Less Traveled in the Field Service Industry (Post 4 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Taking the Road Less Traveled in the Field Service Industry (Post 3 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Taking the Road Less Traveled in the Field Service Industry (Post 2 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Taking the Road Less Traveled in the Field Service Industry (Post 1 of 6)


In their book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, W. Chan Kim and Renee Mauborgne explain why retailers should avoid the well-known "red ocean," which is saturated with the cutthroat competition that is familiar to every retailer, and focus instead on navigating the less-explored waters of the "blue ocean," which is unknown market space that is just begging to be discovered.

Topics: competition

Harnessing New Methods of Field Motivation (Post 3 of 3)


In his book Drive: The Surprising Truth About What Motivates Us, Daniel H. Pink explains how there are actually three separate drives that motivate us, when there were previously thought to exist only two.

Topics: motivation

Harnessing New Methods of Field Motivation (Post 2 of 3)


In his book Drive: The Surprising Truth About What Motivates Us, Daniel H. Pink explains how there are actually three separate drives that motivate us, when there were previously thought to exist only two.

Topics: motivation

Harnessing New Methods of Field Motivation (Post 1 of 3)


In his book Drive: The Surprising Truth About What Motivates Us, Daniel H. Pink explains how there are actually three separate drives that motivate us, when there were previously thought to exist only two.

Topics: motivation

Getting Naked with Your Customers (Post 3 of 3)


In his book Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty, Patrick Lencioni talks about how we should be more vulnerable ("naked") with our customers in order to help our businesses grow. We spend so much time trying to make sure they "don't see us sweat," yet they are fully aware that we're sweating anyway, so we might as well own up to it and take the first step in establishing a positive, long-term business relationship with them.

Topics: vulnerability

Getting Naked with Your Customers (Post 2 of 3)

Personal note: In the almost 30 years I've been helping companies to execute at retail, often times I'll have conversations with people who want to hide the 'struggle' of retail execution from their customers. This part of this book always comes to mind when I hear that...

In his book Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty, Patrick Lencioni talks about how we should be more vulnerable ("naked") with our customers in order to help our businesses grow. We spend so much time trying to make sure they "don't see us sweat," yet they are fully aware that we're sweating anyway, so we might as well own up to it and take the first step in establishing a positive, long-term business relationship with them.

Topics: vulnerability

Getting Naked with Your Customers (Post 1 of 3)


In his book Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty, Patrick Lencioni talks about how we should be more vulnerable ("naked") with our customers in order to help our businesses grow. We spend so much time trying to make sure they "don't see us sweat," yet they are fully aware that we're sweating anyway, so we might as well own up to it and take the first step in establishing a positive, long-term business relationship with them.

Topics: vulnerability

The Importance of Creating Trust in the Field (Post 3 of 3)


In his book The SPEED of Trust: the One Thing that Changes Everything, Stephen M.R. Covey explains how trust is an integral part of everything we do, from our personal lives to our time in the workplace. When trust is not present, cost goes up and speed (of productivity) goes down; however, contrary to popular belief, there are measures you can take to increase the amount of trust that is present in your relationships.

Topics: trust

The Importance of Creating Trust in the Field (Post 2 of 3)


In his book The SPEED of Trust: the One Thing that Changes Everything, Stephen M.R. Covey explains how trust is an integral part of everything we do, from our personal lives to our time in the workplace. When trust is not present, cost goes up and speed (of productivity) goes down; however, contrary to popular belief, there are measures you can take to increase the amount of trust that is present in your relationships.

Topics: trust

The Importance of Creating Trust in the Field (Post 1 of 3)


In his book The SPEED of Trust: the One Thing that Changes Everything, Stephen M.R. Covey explains how trust is an integral part of everything we do, from our personal lives to our time in the workplace. When trust is not present, cost goes up and speed (of productivity) goes down; however, contrary to popular belief, there are measures you can take to increase the amount of trust that is present in your relationships.

Topics: trust

Turning Short-Term Excitement into Long-Term Retail Execution Change (Post 2 of 2)


In David J. Friedman's book Fundamentally Different, he talks about how organizations can turn short-term excitement about a brand new goal into long-term change once the newness wears off. Let's take a closer look at chapter 28 from Fundamentally Different: Have a Bias for Structure and Rebar.

Topics: david friedman Field Executive Greatness

Turning Short-Term Excitement into Long-Term Retail Execution Change (Post 1 of 2)


In David J. Friedman's book Fundamentally Different, he talks about how organizations can turn short-term excitement about a brand new goal into long-term change once the newness wears off. Let's take a closer look at chapter 28 from Fundamentally Different: Have a Bias for Structure and Rebar.

Topics: david friedman Field Executive Greatness

Making Grant Cardone's "10X Rule" Work for You (Post 3 of 3)


In his book, The 10X Rule: The Only Difference Between Success and Failure, Grant Cardone explains what exactly the "10X Rule is" and how it can work as a driving force to motivate you into being better at business and even in your personal life.

Topics: 10x rule

Making Grant Cardone's "10X Rule" Work for Your Retail Execution Outcomes (Post 2 of 3)


In his book, The 10X Rule: The Only Difference Between Success and Failure, Grant Cardone explains what exactly the "10X Rule is" and how it can work as a driving force to motivate you into being better at business and even in your personal life.

Topics: 10x rule

Making Grant Cardone's "10X Rule" Work for Your Retail Execution Outcomes (Post 1 of 3)


In his book, The 10X Rule: The Only Difference Between Success and Failure, Grant Cardone explains what exactly the "10X Rule is" and how it can work as a driving force to motivate you into being better at business and even in your personal life.

Topics: 10x rule

Choosing Productivity Over Blame (Post 3 of 3)


In David. J. Friedman's book Fundamentally Different - chapter 6, specifically - he talks about how mistakes are looked at as less of a learning experience nowadays and more as a chance to place blame on somebody else. But blame gets nothing done. All blame does is point fingers; it doesn't address the problem, nor does it pose any potential solutions to it.

Topics: david friedman

Choosing Productivity Over Blame (Post 2 of 3)


In David. J. Friedman's book Fundamentally Different - chapter 6, specifically - he talks about how mistakes are looked at as less of a learning experience nowadays and more as a chance to place blame on somebody else. But blame gets nothing done. All blame does is point fingers; it doesn't address the problem, nor does it pose any potential solutions to it.

Topics: david friedman

Choosing Productivity Over Blame (Post 1 of 3)


In David. J. Friedman's book Fundamentally Different - chapter 6, specifically - he talks about how mistakes are looked at as less of a learning experience nowadays and more as a chance to place blame on somebody else. But blame gets nothing done. All blame does is point fingers; it doesn't address the problem, nor does it pose any potential solutions to it.

Topics: productivity david friedman