My new boss has a reputation for asking good questions, and he is demonstrating it now. Dan asked how I prepared for the meeting, what I expected from the meeting, what I did to profile the personnel, how I opened the meeting, how I addressed the senior members, and lots more. He was kind, but direct with his input. Here are my notes from that meeting.
- Never go to the boss’s office so casually and without paper and pencil. He sent me back to my office to get them. I will not make that mistake again.
- “New Sales Managers show up on the job with credibility”, he told me. It is always a matter of how much of it they will give up in the first 60 days. Even a little faith in the selection process will help the employees believe their new manager is skilled and qualified for the job. Beginning a new team relationship with a list of immediate changes eroded my credibility. He suggested I could rebuild my credibility by meeting individually with the team members, starting with the most senior people.
- “Your initial priorities are employees, customers, and transactions; Address them in that order” was Dan’s need comment. “Get to know your employees first.” “They are your greatest assets.” “Then concentrate on getting to know your key customers.” “Then you can focus on the sales transactions.” “Without knowing both your people and your customers, your assessments and coaching will not be on target.” Gee, no one had given me this advice before.
- Dan next said, “Seek to understand the situation more clearly before proposing changes.” A doctor who prescribes a treatment before completing a diagnosis would be labeled a quack. A new manager proposing changes before understanding the unique situation will be similarly labeled. “Your team has invested in their current environment and success.” “Your list of quick changes are viewed as threats to their continued success.” “You must build a case for those kind of changes.”
- “Not everyone on your team has the same skills and experiences.” Dan continued. “Do not treat them like they do.” “You can likely bring your senior people into your manager deliberations.” “Your junior people are likely more fragile and not all information is suitable for their discussions.” “Your authority is not based on what you know.” “Share all that is appropriate.” “You cannot be their Pal, but you can be friendly, empowering, and inspiring.”
- Dan offer his last suggestion, “The organizational changes you want will affect other managers.” “You do not build a collaborative environment with your peers by imposing changes on them.” ” Work with your peers.” “They are a great resource for you.” “If changes are required, build those recommendations collectively.”
OK, that is a lot to digest, but it will be easier to do since Dan gave it sincerely and instructively. I can understand after just this one meeting, why so many people want to work for Dan.
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Glen’s first meeting was rough and he now knows the reasons. If you are a new manager and don’t have a coach or mentor like Dan, contact us. We can help.
