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You're the Boss…Now What?
February 08, 2008
An ineffective manager can cost the organization one million dollars.
By Bob Selden
Congratuations! You scored that big promotion and have moved up from the world of prospecting and sales quotas. You now have the nice office with the large desk—and all the managerial responsibilities to go with it. But just because you were a star seller, it doesn't mean you'll automatically be a star manager too. And, sadly enough, many organizations don't provide their newly promoted managers the proper training—even though one could cost them as much as one million dollars in lost productivity.
Do organizations realize this?
A Bottom Line Situation
Despite the obvious impact an ineffective manager has on an organization's profitability, many still pay little attention to training and supporting supervisors and managers, particularly in their first managerial role. The general contention seems to be that because the new manager was an excellent technical or professional operator, they will automatically make a good manager.
Organizations that do spend money on management training, tend to allocate it to their middle and senior managers. Yet, it is the new manager who is most motivated and ready to learn. He or she is only too fully aware of the challenges facing them, whilst often managers at a higher level see management training as a waste of their time.
Train From the Get-Go
Do organizations have to spend a fortune on highly tuned development training programs for new managers? No.
For starters, new managers generally start at different times, so waiting to get a suitably sized group together for training is both inefficient and ineffective (often the new manager can be in the role for sometime before attending the training).
There are three factors that are most important when training new managers:
• Firstly, the training must be timely—ideally started before commencing in the new role, but at latest as the person takes up their role.
• Secondly, the training must suit the new manager's learning style. So for instance, if the new manager is a detail minded person, then a good book could help. Big picture type people on the other hand, might find it easier to talk through their challenges with colleagues.
• Thirdly, the best person to do the training is the new manager's manager. It is he or she who knows the real challenges of the role and what the new manager must do to become fully competent. Make sure your managers are trained in how to train their managers.
Benefits of Training
The training of new managers can be a great boost to organizations who are keen to improve their bottom line. Not only are good managers more productive than their counterparts, but an effective manager who also shows good leadership skills, can have a major impact on both their direct reports and indeed their peers.
Training and developing new managers can be a lot cheaper and more productive, and certainly more motivating, than many of the endless cost cutting measures organizations seem to often embark on.
Read about Seldon's book "What To Do When You Become The Boss at our book store.
Bob Selden started his own training company, the National Learning Institute, almost 20 years ago and now coaches at the International Institute for Management Development in Switzerland and the Australian Graduate School of Management in Australia. Bob is the author of "What To Do When You Become The Boss" an innovative self-help book for new managers. For free advice on your management challenge, contact Bob at www.whenyoubecometheboss.com.
Sales & Marketing Management Magazine
This article is brought to you by Sales & Marketing Management, the leading authority for executives in the sales and marketing field.
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