Marketing: ‘Good At What You Do’ and ‘Good At What You May Do
– by Chuck Nau
You love to sell. Your associates and your publisher have repeatedly told you that you are good at what you do.
You are beginning to wonder if you would be good at what you may do, managing others – perhaps you could lead and manage other salespeople. Or more recently, you have been named manager, a first time event for you. You were named manager due in a large part to your success as a salesperson.
In either situation, you feel very competent and confident in your selling environment. But now you are moving to a new challenge and you’re somewhat unsure about just what it is that management entails.
In the past, your independence, attention to detail, strong organizational skills, perfectionist streak, and the ability to get it done (in most cases by yourself!) have served you well.
However, your movement from ‘one who does’ to ‘one who manages’ is going to require a willingness to change, a focus on energy, and a steady and dependable perseverance.
Regardless of the size or scope of your newspaper, management team, or your soon to be staff, the following recommendations will serve you well in your development (or consideration) in becoming an effective sales manager and leader.
• Move off the field, into the dugout. You’re no longer a player or a doer, you are now the coach. Let go and coach your new staff. Develop a strong ability to communicate ideas and views so others will understand and accept them. Encourage initiative, while minimizing staff frustration.
• Listen. Of all the sources of information to help you know, understand, and evaluate the abilities and personalities of each of your staff, listening to individuals is the most important. Much like when you were selling, there were times to sell and times to ask questions and listen. Remember, too, that to be a good listener you should always strive to be objective.
Good listening skills are paramount to looking for ways to improve productivity, identify and solve problems, plus develop your people.
• Embrace conflict. Conflict or complaints from your staff members and others about fellow employees or systems or procedural requirements are going to happen. Be prepared to handle the conflict fairly, positively, and in a timely fashion. Work to have all parties involved focus on the
issues at hand rather than the personalities in the disagreement. Listen, and listen again!
• Start tough, rather than easy, unsure, or misdirected. Communicate your expectations. When an employee or group of employees does not meet them, a casual reminder (…our work day is 8 to 5) rather than
discipline may be all that it takes. However, when discipline is warranted, don’t hesitate to step up. As a collegiate soccer referee, I learned long ago that if a referee does not enforce the laws of the game, those players who were wronged will begin defending themselves. Discipline sets the perimeters, it also confirms who is in charge and keeps everyone on track.
• The more you are successful, the louder your critics will be. Expect people to disagree with you. Be willing to defend what you believe is right and be flexible enough to know when to compromise.
• Goals – Expectations – Dreams. Begin developing, outlining, and communicating your goals and expectations (and those of the paper, too) to your staff and others. Double check that they are S.M.A.R.T. Specific, measurable, agreed upon (in the company, or among the staff), realistic, and time sensitive.
• Assess and enhance your resources – both your people and your physical resources. Observe, understand, and decide when it is best to utilize your staff’s strengths, as individuals or as a group. Be sure you have thought through both individual and group reaction to your ideas or goals, or any changes in policies.
• Plan – plan – plan. Plan your work and work your plan. Assign activities and assign responsibilities and continually seek feedback.
Many staffer members when asked will say that they want their new manager to succeed as their leader … usually they will also say that they are going to be sure she earns it!
Management is a challenge. It is also hard work. But the rewards are usually hard earned and well deserved. Have Fun!!!! … and Good Luck!
(c) Murray & Nau, Inc.
Chuck Nau of Murray & Nau, Inc. is a Seattle area based publishing consultant and sales and management trainer. He has been a speaker for and conducted advertising, marketing, management and sales training workshops with newspapers, niche publishers, publishing groups and press associations, throughout North America.
Comments and questions are welcome and may be directed to Chuck via email: murnau@nwlink.com. or at (425) 603 – 0984.