WHAT CAN ONE SAY TO A NEW MANAGER IN JUST ONE HOUR

I was recently asked by an exciting and highly successful young salesman, who had just been promoted to his first management role, to give him some “fatherly” advice on what I felt he should focus on to get started with his team. I would have preferred to have at least a year to prepare him for the management role, but we had only one hour together to chat about this vast topic, so it made me not only need to think about being concise, but also made me think about needing to drill down to the key elements of management that would really matter to a “newbie” and that, in his first 100 days as a manager, would define him to his people as their leader rather than as a peer.

Author: Tomwsulcer; CC0 1.0 license; via Wikimedia Commons

Author: Tomwsulcer; CC0 1.0 license; via Wikimedia Commons


Here were the 10 key points that I discussed with him… 4 for him to pass on directly to his sales and support team, and 6 priority areas for him to focus on from the first day.

The 4 messages to his team were:

- Tell them who you are and in what you believe … That honesty (no lying, cheating or thieving) and integrity (what you believe is what you say is what you do) is at the heart of who you are and that this is what you expect from all of them. That nothing happens in the world until someone sells something, that this makes Sales the noblest profession in the world and that you will always be proud to be a salesman. That your role as their manager is to help all of them to be successful, and that you are available to them in whatever way that they need.

- Give them a dream … Set them a challenge to be the best (most successful, most professional, highest customer satisfaction) sales team in the company. That you expect the team to be a breeding ground for future leaders in the company and that you will work with all of them on their development for an opportunity to qualify. That you expect them to be the best that they can be at whatever they do. That you want other teams in the company to look at them as the standard to reach.

Source: Familiengrab_des_Otto_Schurig_-_Mutter_Erde_fec.jpg; CC BY-SA 3.0 license; via Wikimedia Commons

Source: Familiengrab_des_Otto_Schurig_-_Mutter_Erde_fec.jpg; CC BY-SA 3.0 license; via Wikimedia Commons


- Tell them what you expect from them … That you are proud and excited to be given the opportunity to lead this team. That you intend to challenge them to “do more, jump higher, run faster” and to be more successful than any of the other sales teams in the company. That you expect them to always learn and grow so that things become easier as they become more skilled and capable. That you also expect to have a lot of fun along the way.

Author: Jimmy Harris; CC BY 2.0 license; via Wikimedia Commons

Author: Jimmy Harris; CC BY 2.0 license; via Wikimedia Commons


- Tell them that a team that works together is always more successful … That while we live in a highly competitive environment, the more that we can all work together and support each other the more we will all achieve. That great teamwork will always deliver more than the sum of its parts. That in the best sales teams, every member of the team succeeds not just a few. That you expect them to support each other so that every team member has a chance for success.

The 6 key areas on which I felt he should focus were:

- Ensure they all understand and accept their goals … It is important that people have a clear understanding of what is expected of them, and where/how they fit in to the dream that has been painted by their leader, over and above their financial goals. Most sales managers focus all of the goal-setting on the numbers to achieve, and the monetary rewards that come with achieving them, but this is not enough to build a high performing and professional sales organisation. It is also important to be able to answer the “Why are we here and why it’s important”, as well as the “Here’s what we need you to do”.

- Set the standards and know you will be watched … Many new managers believe that “if they say it so shall it be”, but the reality is more like “if they do it so shall it be”. No matter what a manager says, his people will watch his behaviour and will emulate this rather than follow the spoken words. I once had a manager who talked about working hard all the time, but regularly took long lunches and weekly golf breaks, both activities soon becoming a standard in the team.

- Remove the barriers … Find out what is getting in the way of your people being able to do the job well and make it your responsibility to remove the barriers to their success. Protect them from all sides from things that are time-stealers but that deliver little benefit to the company. This can be particularly true in matrix organisations where some people will “make work” to justify their existence.

Author: Kenneth Allen; Source: geograph.org.uk; CC BY-SA 2.0 license; via Wikimedia Commons

Author: Kenneth Allen; Source: geograph.org.uk; CC BY-SA 2.0 license; via Wikimedia Commons


- Build the team … Build pride in the team and the privilege of being a member, overcoming the Groucho Marx comment of “I don’t want to belong to any club that will accept people like me as a member.” Set high standards of membership and ensure that people are held responsible and accountable for their actions. The team will either ascend or descend to whatever level of standards you tolerate as being acceptable.

Author: U.S. Federal government; via Wikimedia Commons

Author: U.S. Federal government; via Wikimedia Commons


- Recognise and re-enforce excellence … Recognise and celebrate success and high performance often. It only takes a bit of imagination, rather than huge expense, to be able to recognise individual and team “highs”. I know of one large team that has a wide mix of nationalities working out of the one London office, and every time a team member achieves something worthwhile, the whole team stands and tries to sing their specific national anthem … maybe a bit corny to some, but it shows respect, is a lot of fun and it fits well into the diversity of the team culture.

- Don’t over-manage … Give people the freedom to make mistakes, and give the team the right to self-manage as much as possible. People who are scared to make mistakes are too scared to step out of traditional boundaries, and as such will do what has been done before, rather than what needs to be done today in an ever changing world. New managers tend to focus too much on control, rather than to focus on re-enforcing the needed behaviours.

It is also important to remember the words of American Industrialist John D. Rockefeller (1839-1937) who said “Good management consists in showing average people how to do the work of superior people.”

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10 Responses to WHAT CAN ONE SAY TO A NEW MANAGER IN JUST ONE HOUR

  1. Frank says:

    Les, great 10 points, they certainly hit the mark. Regards, Frank

  2. Noel says:

    Wonderful summary Les and some great reminders….

  3. Randy Conley says:

    Hi Les. I wholeheartedly agree with your points and especially like the emphasis on the new leader sharing his leadership point of view (who he is as a leader, his beliefs and values, what he expects from himself and his team, etc.).

    I believe it’s implied in the theme of your advice, but I would call out one critical area a new leader has to focus on: building trust with his/her team members.

    Trust is the foundation of any successful and healthy relationship and it’s imperative a new leader intentionally work on building trust if he/she desires to be successful in any other area with his/her team.

    I appreciate your leadership wisdom…keep sharing it!

    Randy

    • leshayman says:

      Randy, you sre spot on about trust being critical within any team, and in all directions, and it has to be earned and built to to be strong if the team is to succeed. Les

  4. Anil Sonawane says:

    Very precise and well summarized.

  5. Zen Benefiel says:

    Happy people get more done with less supervision and will surpass expectations. Invite them along for the journey, let them know where we/they are going and ask what you can do (tools you can provide) to help them get there. Once you demonstrate your intention and trustworthiness, the rest is a reflection of their appreciation and willingness to stretch their capacity to perform.

  6. Pingback: Tips for New Leaders: How to Begin? | My Educational Technology Blog: A Place of Resources and Tools for Educators

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