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Casual Articles - New To Sales Management? - How To Quickly Establish Authority
Many business owners end up passing on discounts to their customers without intending to. Are you guilty of any of these profit-reducing practices?1. Forgetting to explain your terms of business before starting workIf you do not explain your terms from the outset you leave yourself open to misunderstandings. If your terms of business are payment within 7 days then it is better to find out before you start that the client has no intention of doing that -- especially if you need the cash flow and you have not made provi
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project.
It’s an all too familiar story: It’s Friday afternoon, and you need to finish your accounts and get those invoices out so you can stay in control of your cash flow. You look over your staff timesheets and see that, as you predicted, many of your staff haven’t submitted them yet. You chase them up, only to find out that one of your staff is at a meeting at a client site and cannot be contacted, and a couple more have already left for the weekend. Then there are those that have to be told three times to do their timesheets. How are you supposed to cope with this
It is one of things people watch for. They wonder:
“How will this person react under pressure?”
”What happens when we stand up to this person or make something awkward?”
The answer is simple – show them.
It may be better if you pick your ground early on, by finding a situation that will demonstrate that you have the clout to succeed in management. Thus:
• Select a suitable circumstance (something you’re sure of and which matters)
• Make a stand, be adamant – explain, by all means, but stick to your guns
• Don’t back down (pressure to do so at this stage may be in the nature of a test)
• Let the word go round – this person’s no soft touch.
Forging Alliances:
All sorts of people, regardless of level and position, can be of help to you – now and ongoing. They may be:
• A source of information and advice
• A link to other people
• A provider of mortal support
• Part of the new mix social contacts you will need in your new role
Make a list, initiate contact as necessary and maintain contact at an appropriate level of frequency and in whatever way suits (e.g.: formal meetings, cups of coffee and e-mails).
Those people who may be of help include your immediate line manager, their manger, mentors, staff and assorted contacts and ‘buddies’, as well as those in specifically useful functional roles (e.g. training).
Ensure that the relationships you develop are two-way: you must give as well as take if they are to succeed. Strike a proper balance.
Matters of Discipline:
Discipline is unlikely to come up for a while. However, it is certainly important enough to deserve comment in case the matter does arise.
Never duck or delay matters of staff discipline.
Check the situation very carefully
If facts are not clear check them out but do not delay long and set a specific time for further action
Deal with the matter of itself (don’t feel you have to be lenient because it’s day one)
Take action and check it against policy (if a warning is necessary, for example, should it be in writing, how expressed, where filed and who should be copied?)
Remember the key task is to secure the future
Be fair and do not go over the top to register your power
Appropriate action is likely to be approved by the team. Being seen as a soft touch can create problems for the future.
How You Will Work With People:
There could well be matters you’re sure of and want to instigate early on. For example, you may want regular meetings, certain things put in writing, files organised in a particular way, and so on. Certainly, you may wish to make clear aspects of the management process itself; reporting procedures, checks and controls, regular and informal communications – how you will work with people one to one and as a group. All needs to be clear.
If so, and especially if processes change, then:
• Communicate formally (normally in writing)
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project.
Dear Friend,You’re ripping me off.How? You may be thinking, “We just met. How could I possibly have stolen from you?”But you did! The fact is that you have valuable information inside you. You have golden nuggets that can make other lives better. Maybe you have already developed them into products, services, seminars, newsletters or email lists. But if you do not market your gold, how will anyone know? You must then persuade people to buy and use them because people are overwhelmed with all the options they have. But if you don’t make your wisd
• Let the word go round – this person’s no soft touch.
Forging Alliances:
All sorts of people, regardless of level and position, can be of help to you – now and ongoing. They may be:
• A source of information and advice
• A link to other people
• A provider of mortal support
• Part of the new mix social contacts you will need in your new role
Make a list, initiate contact as necessary and maintain contact at an appropriate level of frequency and in whatever way suits (e.g.: formal meetings, cups of coffee and e-mails).
Those people who may be of help include your immediate line manager, their manger, mentors, staff and assorted contacts and ‘buddies’, as well as those in specifically useful functional roles (e.g. training).
Ensure that the relationships you develop are two-way: you must give as well as take if they are to succeed. Strike a proper balance.
Matters of Discipline:
Discipline is unlikely to come up for a while. However, it is certainly important enough to deserve comment in case the matter does arise.
Never duck or delay matters of staff discipline.
Check the situation very carefully
If facts are not clear check them out but do not delay long and set a specific time for further action
Deal with the matter of itself (don’t feel you have to be lenient because it’s day one)
Take action and check it against policy (if a warning is necessary, for example, should it be in writing, how expressed, where filed and who should be copied?)
Remember the key task is to secure the future
Be fair and do not go over the top to register your power
Appropriate action is likely to be approved by the team. Being seen as a soft touch can create problems for the future.
How You Will Work With People:
There could well be matters you’re sure of and want to instigate early on. For example, you may want regular meetings, certain things put in writing, files organised in a particular way, and so on. Certainly, you may wish to make clear aspects of the management process itself; reporting procedures, checks and controls, regular and informal communications – how you will work with people one to one and as a group. All needs to be clear.
If so, and especially if processes change, then:
• Communicate formally (normally in writing)
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project.
If you're serious about finding a job you MUST avoid these fundamental flaws that can sabotage your job search campaign.1. Writing a resume no one wants to read! Your resume can NOT focus on YOU and your past! It must show employers how you can make a difference to them going forward.They could care less about your career goals and job objectives. Or your work history, for that matter. UNLESS you can show them how it affects their bottom line. And remember, employers are buying YOU . . . not your resume!2. Wasting your time on published job ope
Ensure that the relationships you develop are two-way: you must give as well as take if they are to succeed. Strike a proper balance.
Matters of Discipline:
Discipline is unlikely to come up for a while. However, it is certainly important enough to deserve comment in case the matter does arise.
Never duck or delay matters of staff discipline.
Check the situation very carefully
If facts are not clear check them out but do not delay long and set a specific time for further action
Deal with the matter of itself (don’t feel you have to be lenient because it’s day one)
Take action and check it against policy (if a warning is necessary, for example, should it be in writing, how expressed, where filed and who should be copied?)
Remember the key task is to secure the future
Be fair and do not go over the top to register your power
Appropriate action is likely to be approved by the team. Being seen as a soft touch can create problems for the future.
How You Will Work With People:
There could well be matters you’re sure of and want to instigate early on. For example, you may want regular meetings, certain things put in writing, files organised in a particular way, and so on. Certainly, you may wish to make clear aspects of the management process itself; reporting procedures, checks and controls, regular and informal communications – how you will work with people one to one and as a group. All needs to be clear.
If so, and especially if processes change, then:
• Communicate formally (normally in writing)
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project.
Does your company have employees who smoke? Smokers not only endanger their own health; they can also cost businesses big bucks! Some corporations have responded via policies that forbid their employees to smoke at all, at the risk of getting fired. Short of that, there are other things business owners and managers can do to reduce the number of smokers in the workplace. This article provides information on the costs of smoking to employers and to employees, and gives advice on how businesses can encourage employees to quit. The statistics in this article come
Remember the key task is to secure the future
Be fair and do not go over the top to register your power
Appropriate action is likely to be approved by the team. Being seen as a soft touch can create problems for the future.
How You Will Work With People:
There could well be matters you’re sure of and want to instigate early on. For example, you may want regular meetings, certain things put in writing, files organised in a particular way, and so on. Certainly, you may wish to make clear aspects of the management process itself; reporting procedures, checks and controls, regular and informal communications – how you will work with people one to one and as a group. All needs to be clear.
If so, and especially if processes change, then:
• Communicate formally (normally in writing)
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project.
When applying for a job, you first consider making and updating your resume. You want it to look professional in order for you to land the job you want. However, one most common mistake that a jobseeker do is not in resumes, it is usually found in cover letters.Jobseekers tend to forget that employers will also read the cover letter and will also base on it if you are indeed the right man or woman for the job.Writing the cover letter is the hardest letter you have to make as a jobseeker. A cover letter should not be too long as to bore the employer an
• Explain what you’re doing and why
• Position it as a trial, if necessary (Why not? You can build in any good feedback and may possibly be grateful for an opportunity to make further changes, without it looking as if you don’t know what you’re doing)
Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them.
Positioning Yourself As The Manager:
Ask yourself what characteristics will make you the sort of manager you want to be. What would your staff say?
Make a list. For example: being knowledgeable, confident, well organised, looking the part, efficient, decisive… whatever.
The list should point to the type of manager you intend to be and the characteristics you intend to project. It is not a list of what you are or are not. If there are any aspects you feel you should work at or emphasise, make a note of these.
By all means, tell people how you to intend to operate but remember that they are more likely to form an opinion about you based on what you do rather than what you say.
Copyright © 2007 Jonathan Farrington. All rights reserved
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