We were doing some work with one of the world’s largest
software companies. Our research with this organization’s
U.S. subsidiary indicated that its sales force was one of the least
committed segments of its employee population. This is hardly a
result that any company leader wants to hear.
As we looked into the causes, we found that many of the sales
managers we talked to had excuses for this poor showing: greater
competition, the increasing “virtualness” of the
regional sales offices, reorganizations -- an all too familiar
litany of excuses for poor management practice. However, in each of
the twenty-seven meetings we held with this company’s various
managers, we heard from at least one who, despite the increasing
number of obstacles, worked hard at getting his people to stay
committed and to sense that the organization cared about them.
Later, we heard from an account executive lucky enough to work
for one such manager. Steve told us that he had been lured by the
siren song of the dot-com craze and quit his job with the company.
“I handed my resignation to my boss, John, and he told me
that he knew that this move was not right for me. But all I could
see were dollar signs and stock options.”
Lo and behold, John was right, and Steve, after just two weeks
at his new job, couldn’t believe the mistake he had made. One
day John called him to see how things were going, and Steve
swallowed his pride and opened up. “Why don’t you stop
by the office on your way home tonight?” asked John.
That night, as Steve started to complain about the madhouse
he’d signed on with, John opened his desk drawer and took out
Steve’s resignation. “I never sent this to headquarters
and haven’t told anyone there, including payroll, that
you’ve quit,” said John. “You can come back on
Monday as if nothing has happened.” Steve did just that and
two years later is praying that John never retires. He has come to
realize that managers like John are rare. We have noticed that
great managers find a way to bend over backwards for their people
at just the right time.
Is this the kind of boss that you deserve? How can
you ensure that this is the type of relationship you have with
a manager?
Our research indicates that for every manager like John, there
are at least four with far less ability to motivate and inspire
loyalty. While we have heard a fair share about truly rotten
managers, we are even more worried about the wider ranks of average
bosses out there.
Bad managers tend not to stick around in good companies. They
have only a short time to wreak havoc, and before long they are
history. Average managers have a longer shelf life. If they have
mastered any managerial skill at all, it’s that of surviving.
However, their impact on top producers can be just as demotivating
and corrosive as that of bad managers.
Think back for a moment to your best manager. Is there any doubt
in your mind that you were more productive working for that
individual? Assuming the job was a good fit, you probably sold more
and were a lot happier as well. You probably learned a great deal,
felt committed to your role, and were more likely to be loyal.
Indeed, great managers make a big difference and are the third
common denominator, along with strengths and fit, we find when we
study the world’s best salespeople. Yet the role managers
play is frequently overlooked and underappreciated.