Dear Ms. Divya
Every one has presented their best opinion where they had covered almost everything. I just want to submit my suggestion in a unique way which will help you to face such issues with ease, in the nearest future.
Before promoting an employee to mid or senior level, perhaps, you should have studied all his skills/talent i.e. carried out SWOT analysis along with COMPETENCY MAPPING. Remember its not an easy job because you are about to study an employee in-detail. For this you need to understand HUMAN PSYCHOLOGY(ATTITUDE, BEHAVIOUR etc). Please do remember one thing, SUCCESSION PLANNING is a very important tool but one has to utilize it perfectly to produce perfect/positive results.
If you can deliver on your own else please organize a training program called HIGH PERFORMANCE LEADER emphasizing TEAM BUILDING SKILLS for your SALES TEAM including SALES MANAGER. This module will definitely bridge the gap-mis-communication, eliminate misunderstanding, ego, will develops LEADERSHIP SKILLS in your sales manager and TEAM BUILDING SKILLS in your SALES TEAM. I had delivered this module to my employees and the results just matched my expectations. A MANAGER should play the role NAVIGATOR, MOTIVATOR, MENTOR, COACH, PSYCHOLOGIST, COUNSELOR and more for his TEAM MEMBERS. Only then TEAM can succeed in their mission.
Hope your company can invest a little amount and reap huge benefits through your employees.
You need to sort out all issues amicably and help your employees to POSITIVE MENTAL ATTITUDE. You can do if you believe in yourself.
Hope my suggestion is unique from the rest.
wish you good luck.
With profound regards
From India, Chennai
288Every one has presented their best opinion where they had covered almost everything. I just want to submit my suggestion in a unique way which will help you to face such issues with ease, in the nearest future.
Before promoting an employee to mid or senior level, perhaps, you should have studied all his skills/talent i.e. carried out SWOT analysis along with COMPETENCY MAPPING. Remember its not an easy job because you are about to study an employee in-detail. For this you need to understand HUMAN PSYCHOLOGY(ATTITUDE, BEHAVIOUR etc). Please do remember one thing, SUCCESSION PLANNING is a very important tool but one has to utilize it perfectly to produce perfect/positive results.
If you can deliver on your own else please organize a training program called HIGH PERFORMANCE LEADER emphasizing TEAM BUILDING SKILLS for your SALES TEAM including SALES MANAGER. This module will definitely bridge the gap-mis-communication, eliminate misunderstanding, ego, will develops LEADERSHIP SKILLS in your sales manager and TEAM BUILDING SKILLS in your SALES TEAM. I had delivered this module to my employees and the results just matched my expectations. A MANAGER should play the role NAVIGATOR, MOTIVATOR, MENTOR, COACH, PSYCHOLOGIST, COUNSELOR and more for his TEAM MEMBERS. Only then TEAM can succeed in their mission.
Hope your company can invest a little amount and reap huge benefits through your employees.
You need to sort out all issues amicably and help your employees to POSITIVE MENTAL ATTITUDE. You can do if you believe in yourself.
Hope my suggestion is unique from the rest.
wish you good luck.
With profound regards
From India, Chennai
The new slaes manager will be supported by his staff , but this doesnot mean a sales executive is wrong. The sales executive may be better than the new manager and but is undersestimated. So a better job profile with leadership capability should be designed for sales executive. This is not ego clashes but leadership role fight.
From India, Mumbai
From India, Mumbai
Hi,
It happens when a person in the same group is promoted to Lead role. They carry forward the old feelings. The Sales Manager too could have gone through some Leadership Training. Also furnish the teams members in a private chat how the Sales person is promoted to Sales Manager in terms of results, goals achievements that he had shown in his track. I mean the criteria of promotion by the company rules could be transparent to the Sales Team members. Bottom line is achievements, but not at the cost of Team Integrity and Organization spirits. Hence the both need to go through counseling by leaving ego.
1. Ask the Sales member what he likes and what he doesn't like in the new Sales Manager. Compare these with the old Sales Manager and check whether these are true or not.
2. See that there is a common training program for the entire team away from work spot.
3. At the end of training see that both understands each other and share the expectations. Many times expectations set the team spirit off the track.
4. A common coach while counseling can talk in perspective of Organization growth instead of personal goals.
5. Changing the team is last resort and both need to pay for their ego imbalances that should accept the new team.
6. HR can handle Change Management by using Empathy instead of Empowerment.
Thanks
Ashok
From India, Hyderabad
It happens when a person in the same group is promoted to Lead role. They carry forward the old feelings. The Sales Manager too could have gone through some Leadership Training. Also furnish the teams members in a private chat how the Sales person is promoted to Sales Manager in terms of results, goals achievements that he had shown in his track. I mean the criteria of promotion by the company rules could be transparent to the Sales Team members. Bottom line is achievements, but not at the cost of Team Integrity and Organization spirits. Hence the both need to go through counseling by leaving ego.
1. Ask the Sales member what he likes and what he doesn't like in the new Sales Manager. Compare these with the old Sales Manager and check whether these are true or not.
2. See that there is a common training program for the entire team away from work spot.
3. At the end of training see that both understands each other and share the expectations. Many times expectations set the team spirit off the track.
4. A common coach while counseling can talk in perspective of Organization growth instead of personal goals.
5. Changing the team is last resort and both need to pay for their ego imbalances that should accept the new team.
6. HR can handle Change Management by using Empathy instead of Empowerment.
Thanks
Ashok
From India, Hyderabad
Dear Divya
You can change the reporting Span, & some time you can change reporting i.e top other , may be self & higher authority.
This is short way BUT Smart to solve the problem for specific time when they mutual understand to each other
Regards
Pardeep Yadav
Jaquar Group.
From India, Jaipur
You can change the reporting Span, & some time you can change reporting i.e top other , may be self & higher authority.
This is short way BUT Smart to solve the problem for specific time when they mutual understand to each other
Regards
Pardeep Yadav
Jaquar Group.
From India, Jaipur
it is noted that sales executive after 1 month says that he does not want to report to the new manager
pl check up what happened in this one month between manager and sales executive what and where went wrong, and find with the help of other members & analayse
v murali
From India, Chennai
pl check up what happened in this one month between manager and sales executive what and where went wrong, and find with the help of other members & analayse
v murali
From India, Chennai
Hi,
A same kind of problem i have seen in my organization where a particular employee is not ready to report to a new manager appointed by boss.
Boss tell to each of his employee that everybody will report to her for any concern.
But this particular employee tell to the boss individually that he will not report to her.
Then boss live this matter as it is and tell to that employee about report to him. Simultaneously he told to the that manager for creating a relationship with that employee. As far as they become a friend then she approached to that employee to come in my team.
And now everything is fine.
From India, Mumbai
A same kind of problem i have seen in my organization where a particular employee is not ready to report to a new manager appointed by boss.
Boss tell to each of his employee that everybody will report to her for any concern.
But this particular employee tell to the boss individually that he will not report to her.
Then boss live this matter as it is and tell to that employee about report to him. Simultaneously he told to the that manager for creating a relationship with that employee. As far as they become a friend then she approached to that employee to come in my team.
And now everything is fine.
From India, Mumbai
Hi Divya,
Induction of an existing person in a new spervisory role in same team is not only a challenging but also a difficult but not impossible preposition and must be handled in subtle manner.
The process of this kind of induction should be properly designed, planned and executed in planned manner - should not take over a month. Normally it should begin even before the selected person and his colleagues know that this is going to happen. The leader should be given a role to play and the followers also a role to play with specific objectives to evaluate - not superiority but the relationship management.
Actually [besides the managed induction process], "Conflict Management / Group Behaviour" is the issue. It is a detailed topic needing time and efforts and real training. Here are some suitable docs that may provide quick help to the already inducted manager. You must openly support the newly inducted manager to manage the show without hurting his subordinates emotionally.
Regards / Vilas
Experienced IT Expert
From India, Pune
Induction of an existing person in a new spervisory role in same team is not only a challenging but also a difficult but not impossible preposition and must be handled in subtle manner.
The process of this kind of induction should be properly designed, planned and executed in planned manner - should not take over a month. Normally it should begin even before the selected person and his colleagues know that this is going to happen. The leader should be given a role to play and the followers also a role to play with specific objectives to evaluate - not superiority but the relationship management.
Actually [besides the managed induction process], "Conflict Management / Group Behaviour" is the issue. It is a detailed topic needing time and efforts and real training. Here are some suitable docs that may provide quick help to the already inducted manager. You must openly support the newly inducted manager to manage the show without hurting his subordinates emotionally.
Regards / Vilas
Experienced IT Expert
From India, Pune
This is quite common happening when you promote one sales person ot of a group and the one becomes the leader of the group.
Mostly when other groupmembers are also of similar experience,they refuse to accept the new person as a leader.
Probaly the new sales manager was not properly trained before assigning him the new job.
Yo must train the new sales manager first and make him aware that he can expect such behaviour from his coleagues. They are still seeing him as coleague with whom they have worked as eaquals.
The new sales managers firs job is to establish his leadership in the team,win the confidence and trust of his teammembers,and then he will be able to get the job done as per his requirements.
Answer is to train train and train new sales managers before promotion.
Reagards,
amar bir singh
From India, New delhi
Mostly when other groupmembers are also of similar experience,they refuse to accept the new person as a leader.
Probaly the new sales manager was not properly trained before assigning him the new job.
Yo must train the new sales manager first and make him aware that he can expect such behaviour from his coleagues. They are still seeing him as coleague with whom they have worked as eaquals.
The new sales managers firs job is to establish his leadership in the team,win the confidence and trust of his teammembers,and then he will be able to get the job done as per his requirements.
Answer is to train train and train new sales managers before promotion.
Reagards,
amar bir singh
From India, New delhi
Dear Divya,
The matter may be resolved by letting both of them talk out with each other in a closed room. The brief is to resolve the interpersonal issue and focus on sales. The compayy needs both.
Initially they may not agree to the proposal. But in interest of the company they would.
The result is always amazing!
Differences will be accepted and appreciated ! That is what make organizations and synergies to build upon.
Give it a try!
regards
Dr.Prakash
From India, Mumbai
The matter may be resolved by letting both of them talk out with each other in a closed room. The brief is to resolve the interpersonal issue and focus on sales. The compayy needs both.
Initially they may not agree to the proposal. But in interest of the company they would.
The result is always amazing!
Differences will be accepted and appreciated ! That is what make organizations and synergies to build upon.
Give it a try!
regards
Dr.Prakash
From India, Mumbai
- I feel you have only two choices before you in a given situation choose the right one by analyzing both short term and long term consequences.
- Put your foot down and tell Sales Executive that, we have taken note of your grievance and we have talked and counseled Sales Manager, but you will continue to report to Sales Manager and be a cohesive member of Sales Team and we as a organization can not keep you away from sales team and you will have to report to Sales Manager.
- Make Sales Executive to report to some one else, if it is possible.
From India, Pune
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