ur superiors, sometimes they come up with rotten eggs. Ideas that are so far removed from reality that they make you chuckle inside when you hear them. What do you do? Remember, we are Managing Up!

Listen attentively, analyze and ask questions for clarification. Maybe you missed something? Ok, so you didn't. It's still a stinker. Don't be afraid to let them know of your reservations. But you have to do it in a positive and constructive manner. And always let them know that even though you have reservations (make sure you have stated them clearly and concisely), you are willing to do everything in your power to implement their suggestion. Carefully document the process and make notes of any successes and/or failures. At a pre-determined time, have a follow up meeting and discuss the progress. If your VP sees that you have made a valid effort and the idea is not taking off, he/she will be more willing to rethink or even t

As Sales Managers, much of our time is spent managing our sales staff. Training, forecasting, ride a longs. The list goes on and on. Our days are so busy, we are often taken by surprise when our VP or Senior Level Manager emails or calls us with an edict from on high. You know the call. Some new "thing" that the CEO or Board has come up with that your sales team needs to implement immediately. And what do you do? Without even thinking that deeply about the request, its validity and/or viability, you call an all hands meeting and roll out your plan to get this idea into action. Your being a good manager, right? Taking those orders from above you and disseminating them to your staff for implementation.

Oh, and one more thing. Before you can even hold your all hands meeting, they have two more great ideas and have changed the first one they gave you three times. Sound familiar?

This is where many Sales Managers (and managers in general) could utilize the "Manage Up" philosophy. Managing up is very similar to downward managing. The difference being, you are managing your managers/superiors as opposed to managing subordinates. Your time is valuable and you need to manage it properly to maximize your value to your organization. Interruptions to your short and long term game plan are inevitable. We generally think of these interruptions coming in the form of subordinates breaking our stride with mundane questions or fires to put out. We expect this and management training course after management training course teaches us how to deal with these issues. But has anyone ever trained us to deal with the frequent interruptions of our superiors? Let's look at this concept.

Briefly Analyze the Request

Don't just take the order and run with it. This isn't the Marine Corps. Generally, people in VP and C-level positions are there because of their highly advanced skill sets and business ac cumin. Given the nature of their "40,000 foot view", they sometimes forget the day to day pressure of running a sales team. An idea may seem easy to implement to them, but in reality, it may be a logistical nightmare and not practical or profitable at all.

Briefly look at each request and see if it makes short and long term sense. Not "will it be easy to implement?". That's not the criteria. Does it make sense from a business standpoint. Don't be afraid to go back and ask clarifying questions. Your are going to have to sell this idea to your team. Like anything you sell, you have to believe it is good for your buyer, in this case, your sales team to make a believable pitch.

Their time frame may not be your time frame

What are the time parameters your superiors have set on this project? Are they realistic given your current activity level and other commitments (trade shows, presentations, outside training, etc.). Don't be afraid to go back and open a discussion about adjusting the time frame. Remember, you are Managing Up! In reality, it is you who are in control of your day. Not those below OR above you. Have some input into how you will spend your time.

Be clear about outcomes

To often we take an idea from our VP of Sales and run to implement it without really being clear about outcomes. Again, don't be afraid to go back and ask clarifying questions. You are going to be judged on how well you carry out this task. Make sure you don't waste time and energy (both yours and your sales teams) going in directions you don't need to go. Be clear. Clarity and agreement on outcomes is of the utmost importance.

What if the idea stinks?

Now come on...don't tell me you've never thought this? We all have. No matter how much we respect the skill level and experience of our superiors, sometimes they come up with rotten eggs. Ideas that are so far removed from reality that they make you chuckle inside when you hear them. What do you do? Remember, we are Managing Up!

Listen attentively, analyze and ask questions for clarification. Maybe you missed something? Ok, so you didn't. It's still a stinker. Don't be afraid to let them know of your reservations. But you have to do it in a positive and constructive manner. And always let them know that even though you have reservations (make sure you have stated them clearly and concisely), you are willing to do everything in your power to implement their suggestion. Carefully document the process and make notes of any successes and/or failures. At a pre-determined time, have a follow up meeting and discuss the progress. If your VP sees that you have made a valid effort and the idea is not taking off, he/she will be more willing to rethink or even th

managers in general) could utilize the "Manage Up" philosophy. Managing up is very similar to downward managing. The difference being, you are managing your managers/superiors as opposed to managing subordinates. Your time is valuable and you need to manage it properly to maximize your value to your organization. Interruptions to your short and long term game plan are inevitable. We generally think of these interruptions coming in the form of subordinates breaking our stride with mundane questions or fires to put out. We expect this and management training course after management training course teaches us how to deal with these issues. But has anyone ever trained us to deal with the frequent interruptions of our superiors? Let's look at this concept.

Briefly Analyze the Request

Don't just take the order and run with it. This isn't the Marine Corps. Generally, people in VP and C-level positions are there because of their highly advanced skill sets and business ac cumin. Given the nature of their "40,000 foot view", they sometimes forget the day to day pressure of running a sales team. An idea may seem easy to implement to them, but in reality, it may be a logistical nightmare and not practical or profitable at all.

Briefly look at each request and see if it makes short and long term sense. Not "will it be easy to implement?". That's not the criteria. Does it make sense from a business standpoint. Don't be afraid to go back and ask clarifying questions. Your are going to have to sell this idea to your team. Like anything you sell, you have to believe it is good for your buyer, in this case, your sales team to make a believable pitch.

Their time frame may not be your time frame

What are the time parameters your superiors have set on this project? Are they realistic given your current activity level and other commitments (trade shows, presentations, outside training, etc.). Don't be afraid to go back and open a discussion about adjusting the time frame. Remember, you are Managing Up! In reality, it is you who are in control of your day. Not those below OR above you. Have some input into how you will spend your time.

Be clear about outcomes

To often we take an idea from our VP of Sales and run to implement it without really being clear about outcomes. Again, don't be afraid to go back and ask clarifying questions. You are going to be judged on how well you carry out this task. Make sure you don't waste time and energy (both yours and your sales teams) going in directions you don't need to go. Be clear. Clarity and agreement on outcomes is of the utmost importance.

What if the idea stinks?

Now come on...don't tell me you've never thought this? We all have. No matter how much we respect the skill level and experience of our superiors, sometimes they come up with rotten eggs. Ideas that are so far removed from reality that they make you chuckle inside when you hear them. What do you do? Remember, we are Managing Up!

Listen attentively, analyze and ask questions for clarification. Maybe you missed something? Ok, so you didn't. It's still a stinker. Don't be afraid to let them know of your reservations. But you have to do it in a positive and constructive manner. And always let them know that even though you have reservations (make sure you have stated them clearly and concisely), you are willing to do everything in your power to implement their suggestion. Carefully document the process and make notes of any successes and/or failures. At a pre-determined time, have a follow up meeting and discuss the progress. If your VP sees that you have made a valid effort and the idea is not taking off, he/she will be more willing to rethink or even t

their highly advanced skill sets and business ac cumin. Given the nature of their "40,000 foot view", they sometimes forget the day to day pressure of running a sales team. An idea may seem easy to implement to them, but in reality, it may be a logistical nightmare and not practical or profitable at all.

Briefly look at each request and see if it makes short and long term sense. Not "will it be easy to implement?". That's not the criteria. Does it make sense from a business standpoint. Don't be afraid to go back and ask clarifying questions. Your are going to have to sell this idea to your team. Like anything you sell, you have to believe it is good for your buyer, in this case, your sales team to make a believable pitch.

Their time frame may not be your time frame

What are the time parameters your superiors have set on this project? Are they realistic given your current activity level and other commitments (trade shows, presentations, outside training, etc.). Don't be afraid to go back and open a discussion about adjusting the time frame. Remember, you are Managing Up! In reality, it is you who are in control of your day. Not those below OR above you. Have some input into how you will spend your time.

Be clear about outcomes

To often we take an idea from our VP of Sales and run to implement it without really being clear about outcomes. Again, don't be afraid to go back and ask clarifying questions. You are going to be judged on how well you carry out this task. Make sure you don't waste time and energy (both yours and your sales teams) going in directions you don't need to go. Be clear. Clarity and agreement on outcomes is of the utmost importance.

What if the idea stinks?

Now come on...don't tell me you've never thought this? We all have. No matter how much we respect the skill level and experience of our superiors, sometimes they come up with rotten eggs. Ideas that are so far removed from reality that they make you chuckle inside when you hear them. What do you do? Remember, we are Managing Up!

Listen attentively, analyze and ask questions for clarification. Maybe you missed something? Ok, so you didn't. It's still a stinker. Don't be afraid to let them know of your reservations. But you have to do it in a positive and constructive manner. And always let them know that even though you have reservations (make sure you have stated them clearly and concisely), you are willing to do everything in your power to implement their suggestion. Carefully document the process and make notes of any successes and/or failures. At a pre-determined time, have a follow up meeting and discuss the progress. If your VP sees that you have made a valid effort and the idea is not taking off, he/she will be more willing to rethink or even t