Are You In Management

[buckeyebri]

So what BP'ers are in Management, Director, or high Corporate roles where you are responsible for Financials, Clients, Projects and Staff? What do you feel your greatest strengths are? Do you feel you are succesful? What one bit of advice would you share with those in similar roles?

I am a Director of one tier of a multi-tiered organization. I answer directly to the two owners of the company. We are a local government consulting firm and I have around 10 folks under me right now, some in multiple locations. We are a relatively small firm by all accounts, roughly 30 people, but do work all over the U.S.

I have been with the company 4 months but have had to make some quick and in some cases unpoplular decisions regarding some staff. My wife thinks I suck at managing people because I have pretty high expectations of those who work for me. Of course I have those of myself and being in a managerial role isn't always the most popular role to be in.

Personally, I feel that I am relatively to highly succesful and I gauge that through my clients and staffs responses to me. I feel my best strengths are working with the clients to ensure their success and creating repeat business and loyalty.

If I had one piece of advice to offer someone in a similar role (after 25 some odd years) it would be to be honest and fair with both your clients and staff.

When does football season start......

 

[fanaticbuckeye]

First WHO then WHAT.

Stolen from 'Good to Great'

Hire and develop the best people and make that your singular focus. You will win. It doesnt matter what industry you are in, get the right people.

 

[Best Buckeye]

First WHO then WHAT.

Stolen from 'Good to Great'

Hire and develop the best people and make that your singular focus. You will win. It doesnt matter what industry you are in, get the right people.

Agree, get the people who have the talents you want then let them know you expect them to perform. Acknowledge them when they do.

 

[HineyBuck]

Not in management, but teach management (and, I did stay at a Holiday Inn last night). Best piece of advice for success in today's labor market: choose your parents wisely.

 

[Jake]

So what BP'ers are in Management, Director, or high Corporate roles where you are responsible for Financials, Clients, Projects and Staff? What do you feel your greatest strengths are? Do you feel you are succesful? What one bit of advice would you share with those in similar roles?

I supervise 15 people and am responsible for Finance and IT. My strength is Finance/Accounting and I have a couple of really sharp IT folks who make me look good.

Advice? Don't expect to be popular. I've had very little turnover among my staff in 12+ years. They treat me well, and I treat them well. They're gems. Theirs are the only opinions who matter to me (okay, I guess I care what my boss thinks - I report to the CEO). Some of the workforce will see you as Black Bart because:

1. They "do all the work".
2. You're probably "keeping two sets of books" and lying to them.
3. You're only telling them the truth when it is what they want to hear or when it happens to match whatever half-assed, baseless theory they have concocted absent of any facts.

That's what happens when you have to tell people "no" sometimes, can't afford to give everyone 25% pay raises, and negotiate contracts with the union on behalf of management. After all, we all know management = evil, because the union says so.

Good luck. :)

 

[osugrad21]

Not in management in the business world but I will likely eventually roll into administration. I heard a great speaker in the last few years, Stephen Peters, who used the commonplace principles in his speech: professional dress, conduct, goals and plans, etc. However, he hit on something that truly struck a chord with me...honesty in assessment and evaluation. Why tell a subpar employee they are doing well and pat them on the shoulder...gently guiding them to a mediation process? Peters discussed telling blunt, honest truth because that adds motivation to the situation. He emphasized the assessment not being a 'beatdown' but instead more of a 'look, you aren't getting it done in this area and we need to get better'. Personally, I found it intriguing and in complete contrast to today's society of timeouts and over-sensitive poli-correctness.

 

[NJ-Buckeye]

Bri... do you have kids and if so, how old are they?

Reason I ask... my managerial skills improved drastically when I had kids... because what I learned as a parent ported over into my management performance...

I learned that your employees have lives too... and that when you treat them as such and show them you care about their development... most of the time they will do anything for you...

I probably got into senior management too young (for me) and went in as a hardass... Bull in a china shop... and I did really well... huge accolades which made me even a tougher hardass... but looking back, that was the wrong approach... when the kids came along and taught me life lessons, I brought those lessons to work... started caring more for the troops... and they paid me back in spades...

I should have moved folks around into positions they could handle instead of firing them... I could have done that at Fortune 100 firm but you may not be able to do that with a small firm... If I was paying someone $20K over their ability level, I could have accepted it... but I didn't...

I hired VERY well... and I developed a reputation as someone who developed his talent.. which then brought the best talent to my doorstep wanting to work for me... I made a lot of folks successful and enjoyed it... I took many a secretary, coordinator, etc.. recognized their skills and ripped them up the chain... I destroyed the glass ceiling... and had folks from all over knocking on my door.. I had my own database of talent wanting in my depts (I had nine)...

But here's the real words of wisdom... look out for yourself... there always seems to be a time that your loyalty makes you blind... the owners will do what is best for them... you need to network.. network.. network... because someday, you could be blindsided... read "Thru the Brick Wall" or "Rites of Passage at $100,000" now... and start practicing the lessons they teach... it will pay you back in spades as well...

 

[buckeyebri]

Great stuff guys as always from this forum...I have read Good to Great...Built to Last...The World is Flat...The Leadership Engine among others. My favorite book that I would recommend to anyone is from Geoffrey Gitomer called Customer Satisfaction is Worthless, Client Loyalty is Priceless. While my main role is not sales, there is a little sales in every job and it starts with taking care of your Clients. And while this book is rather simplistic and easy to read the point comes home loud and clear.

Beyond my Masters in Management I have taken a two year leadership program and really worked to improve my skills. I am probably a lot like you in how I have approached thing NJ. I am getting ready to send my one and only to College this fall. They definitely humble you. I'm working to try to get the current owners to let me become an owner as well.

There is always a fine line between pushing to hard and being to easy and I agree with what Grad wrote from Peters about being honest with folks about where they are. You are not doing yourself, them, your clients, or the company any favors if you are not. I always find having one or two go to folks is very important. I don't really have that right now not at least fully in any individual. So, I am going to have to do some teaching and diaper changing for awhile. I am also hoping to find some fresh college graduates who I can bring on board.

Interestingly enough while I was out of town on business and having dinner at a Famous Daves, reading the paper and watching Sports Center, a young lady who worked there came up and inquired about what I did. Seems I still had my corporate shirt on and she saw that. She was entering her senior year in the field I am in and was interested in the real world. I talked to her for awhile, gave her my card and said send me your resume I am always looking for good young talent.

Now that is what I am talking about someone who has the gumption and get up and go to want a job. I don't know what her talent level is, but who cares I can teach what needs to be done, but I can't teach initiative.....

 

[Best Buckeye]

Not in management in the business world but I will likely eventually roll into administration. I heard a great speaker in the last few years, Stephen Peters, who used the commonplace principles in his speech: professional dress, conduct, goals and plans, etc. However, he hit on something that truly struck a chord with me...honesty in assessment and evaluation. Why tell a subpar employee they are doing well and pat them on the shoulder...gently guiding them to a mediation process? Peters discussed telling blunt, honest truth because that adds motivation to the situation. He emphasized the assessment not being a 'beatdown' but instead more of a 'look, you aren't getting it done in this area and we need to get better'. Personally, I found it intriguing and in complete contrast to today's society of timeouts and over-sensitive poli-correctness.

Gotta agree with Peters and you, Grad. It does no good at all to demand less from any employee than what is expected from them. That would be a disservice to yourself , the employee and the company you work for.
The company expects you and the employee to achieve certain standards and the employee needs to know what he is expected to do. And if they don't fit after a reasonable period then bye bye.
Nothing is served by the type of employee situations we have in the public libraries maintenance departments..

 

[MaxBuck]

...Nothing is served by the type of employee situations we have in the public libraries.

Except, of course, in Columbus, where we have excellent employees.

 

[Oh8ch]

Had about 300 folks reporting to me before I called it quits as the result of one career goal:

I tried to put myself high enough in the organization that if some sweet young thing wanted to sleep her way to the top she had to go through me.

 

[Best Buckeye]

Had about 300 folks reporting to me before I called it quits as the result of one career goal:

I tried to put myself high enough in the organization that if some sweet young thing wanted to sleep her way to the top she had to go through me.

Aww too bad that didn't work out.

 

[buckeyebri]

Had about 300 folks reporting to me before I called it quits as the result of one career goal:

I tried to put myself high enough in the organization that if some sweet young thing wanted to sleep her way to the top she had to go through me.

yeah about that...gonna need to see you here this weekend.....

 

[BrianO]

Winning

A worthwhile read:

Winning by Jack Welch
Winning by Jack Welch, Suzy Welch

I read this book just before entering management and a few times since... It was one of the few popular (non-text book) required reading for my MBA.

This part reverberated in my mind shortly after the role change...

One day, you become a leader.

On Monday, you're doing what comes naturally, enjoying your job, running a project, talking and laughing with colleagues about life and work, and gossiping about how stupid management can be. Then on Tuesday, you are management. You're a boss.

Suddenly, everything feels different - because it is different. Leadership requires distinct behaviors and attitudes, and for many people, they debut with the job.

 

[NorthShoreBuck]

Now in sales management for a small private company. I work with a bunch of engineers with MBA's, I'm one also.

My greatest strength is that I have made a lot of mistakes, and thankfully have learned from them all. With age comes wisdom.

My advice is don't stay in one position to long. I've been in engineering, sales, ops and mgmt. Speak with customers every chance you get. I have spent most of my career at the customer's site.

I am more of a Drucker fan.