Page 66 - The Apple Experience

adhere to the requirements, you need not apply. The expectations are clearly
spelled out.

Practice Accountability

Accountable managers take responsibility for their section of the sales

floor or their team members. They do not blame others when things go

wrong. They take full responsibility for the behavior of their employees in a

sales environment. Billionaire Warren Buffett once said that “when the tide

goes out you see who’s swimming naked.” The same holds true for quarterly

goals. When goals are missed, you see which leaders are fearless and
trustworthy and which are spineless and untrustworthy. I recall working for a

PR firm during one bad quarter when all the senior leaders started pointing

the finger at each other and individual units within the department. It was

discouraging and disheartening. Not surprisingly, the PR firm soon became

known for uninspiring managers and disappointed clients. I left when I

realized the firm did not meet my internal standards for excellence. Many of

the other A-players left as well in the months to follow. People who are at
the top of their game want to work for leaders whom they trust and admire.

Listen First

Managers who listen take proactive steps to understand the needs and

desires of their internal and external stakeholders: employees and customers.

The Apple credo card states, “We value each customer problem as an

opportunity to shine. We listen and respond immediately to all feedback,

taking personal initiative to make it right. We encourage open dialogue with

our people and customers to share ideas about improving our stores, our
processes, and our performance.”
3