I've read that for most people their manager is either absent or an active nuisance, getting in the way of selling.
What can you do to make your manager your biggest ally and mentor?
markedclosedwon
How do you manage your manager?
13
I mean step one is try to figure out what motivates them. Some managers are micromanaging because they have superiority complexes, some are actually incompetent and try to hide it. You have to understand the motivation to address- it could be over communicating for a bit so your manager gains confidence. It could be (unfortunately) almost coaching them so they can be more competent. While this is not always easy to do while you also focus on hitting your number, it pays off in the end. Some managers have weekly HORRIBLE forecast callsโฆ because they themselves are bad at forecasting. Etc etc etc the list goes on.
Weekly forecasts drive me batshit but hey, we do what we gotta do ๐คทโโ๏ธ
Our deals have 6mo sales cycles.
My manager def is being grilled on forecasts. He's been stressing the need for accurate forecasts...but otherwise he's very hands off.ย
Clear communication. Tell them what you expect, and ask them what they expect from you. If there are issues on either end, they should be addressed professionally and ASAP, not left to fester.ย
Recognize when a manager sucks because they don't have the tools they need to be successful vs when they suck because they don't give a fuck. You can improve on the first one, but not the second. Focus your energy accordingly.
Recognize when a manager sucks because they don't have the tools they need to be successful vs when they suck because they don't give a fuck. You can improve on the first one, but not the second. Focus your energy accordingly.
Clear communication of whats going on but also of your expectations/boundaries.ย I think it becomes easier as time goes on especially if you perform strongly consistently.ย In my previous company I hadย complete autonomy over my role and could manage my manager to the point that we only had meetings about pipeline, performance or anything else at the point of me requesting it.ย However it doesnt just happen with success either, its about being a team player and fitting in with what the boss is trying to achieve with the team.ย If i actively ignored everything the CEO wanted to do be done then obviously I wouldnt have had the autonomy that I had.ย It came from a mix of time, results and trust between everyone.
Clear communication and documentation
I'm directly reporting to the CRO and have constant contact with the COO and CEO. It's hard, but you have to figure out what they will ask for, and have a response besides "I tried" or "I don't know." For example, if they are pushing for building out the middle of the pipeline, you just need to get more in there and take a couple more BS calls than you need. If it's closing, let them know every single day what you need to get things across the finish line. You will be asked to either stop telling them everything, or you will be able to have more freedom on the day-to-day.ย
So just tell them far too much, and if there are issues, ID them very early so you can point to the issue and make it their issue rather than yours.ย
So just tell them far too much, and if there are issues, ID them very early so you can point to the issue and make it their issue rather than yours.ย
Just getting on the same page in terms of "what do you actually expect from me: how will I be measured?"
Find ways to help them so they in turn help me. Though they should be helping me already as it's clearly in their best interest.ย
For me personally, this usually means only bringing stuff up when I have a solution in mind and taking as little time to cover something as I need to since they are insanely busy with tons of other non-me related things.
Find ways to help them so they in turn help me. Though they should be helping me already as it's clearly in their best interest.ย
For me personally, this usually means only bringing stuff up when I have a solution in mind and taking as little time to cover something as I need to since they are insanely busy with tons of other non-me related things.
It's simple but I def need to ask this: "what do you actually expect from me: how will I be measured?"
So that we can be on the same page in terms of priorities!
So that we can be on the same page in terms of priorities!
Having an agenda always helps. Being open and discussing about my expectations and their expectations is fruitful.ย
My best manager ever operated as though we were equals with different roles.ย ย We worked as a team - she dealt with internal obstacles and hurdles, I managed the day to day communication with the customer, and we triangulated on the very best way to close the deal and serve the customer.ย She is one manager I would absolutely work with again, but I know she's a rare one.
Currently, I would work with your standard manager by definitely finding out what motivates him or her and working to that expectation.ย ย What do they need from you so that they are successful?ย How can I make my manager's life easier?ย How can s/he make mine easier?ย ย Sometimes it's understanding what's being reported up the chain and making sure all of that information is clean and updated.ย Keeping my manager from getting negative attention from upper level management helps enormously.
Finding out if your manager is weak (just does what management wants) or strong (can go to bat for you internally and win) is also key to managing your manager.ย If you don't know what they are capable of doing to help you, it can be very frustrating.
Currently, I would work with your standard manager by definitely finding out what motivates him or her and working to that expectation.ย ย What do they need from you so that they are successful?ย How can I make my manager's life easier?ย How can s/he make mine easier?ย ย Sometimes it's understanding what's being reported up the chain and making sure all of that information is clean and updated.ย Keeping my manager from getting negative attention from upper level management helps enormously.
Finding out if your manager is weak (just does what management wants) or strong (can go to bat for you internally and win) is also key to managing your manager.ย If you don't know what they are capable of doing to help you, it can be very frustrating.
Curious on what you would recommend doing when working with a weak manager?
Realize s/he will never go to bat for you internally, you're on your own.ย ย It's more understanding what that manager is capable of so that you're not setting yourself up for frustration.ย ย Weak managers can be managed, but they have no leverage within your company.ย ย ย At least that's my experience with weak managers.ย ย Pros and cons...the pro is if you are personally well-established, they leave you alone, as you're not going to be especially needy.ย ย The con is if you have a comp or territory issue, you're fighting that battle alone.
Sadly, people like to help those who help themselves. The more help you need, the less likely absentee managers are to give it to you. Start building things and systems on your own. Once they see you can work on your own, they will be much happier to offer advice and support because you have proven you follow through.ย
Someone mentioned it but documentation and setting clear expectations of what you need and how you can support them.ย
Always use data to back yourself up, especially if they are a micromanager. Having data is critical because people can't argue with straight facts.
Always use data to back yourself up, especially if they are a micromanager. Having data is critical because people can't argue with straight facts.
Different forms of communication, agendaโs, shared expectation, trust etc.
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