Sometimes a new Sales Manager has to face awkward, contentious, embarrassing or tough issues. Difficult situations, you may have noticed, dont tend to get easier if delayed or ignored. For the manager, dealing with such problems goes with the territory.

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 youre sure of and which matters)

Make a stand, be adamant explain, by all means, but stick to your guns

Dont back down (pressure to do so at this stage may be in the nature of a test)

Let the word go round this persons 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 (dont feel you have to be lenient because its 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 youre 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 youre 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 dont know what youre 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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