Do you consider yourself to be an excellent sales manager? I imagine you do, it’s difficult to imagine that any manager would continue to perform any task in a way that wasn’t working well.
But if you’re ever lucky enough to experience a formal upward feedback process fasten your seatbelt because you’re going to get some shocking results.
In my first sales manager roll I was ready to become that perfect manager. I tried my hardest to be fair, treat everyone similarly, give clear direction and begin to build a high performance culture. When I got my first feedback I got a lot of compliments, great scores compared to my peers…but I also read some shocking comments and saw that I had a lot of room for improvement!
Let me share some of the shock. “Greg plays favorites”, “he doesn’t make it clear what is expected of me” and “he doesn’t give me the freedom to do my job.”
How is this possible? Me? But my overall scores were some of the best in a very large company! How could I still get these kinds of comments? Since my upward feedback came from direct reports and from another level down I began to investigate. But first a little secret. If you want to know more about what you are doing that will drive people’s impression of your leadership you’re going to have to share some of the information about your feedback. In other words, you’re going to have to admit that you’re not perfect, but you care enough to want to change. Once I decided that I was willing to do whatever it took to become a better leader the rest became a little easier.
So I began to call a few of my direct reports. I shared with them where I was doing well but also shared my lowest scores. And even though those lowest scores were not a disaster they were still my lowest scores and they needed improvement. I shared a few of the comments made and asked them what I was doing that was damaging my credibility as a leader. Once you’ve opened that door get ready for some very interesting information. I remember asking one of my direct reports, (still a close friend today) what I was doing that would cause people to believe I played favorites. Bob told me that when he held meetings that people would comment “Greg called me about that subject last week and he said…” Well after several weeks of hearing this one sales rep nearly broke down and blurted out “Greg never calls me about anything”. That was really interesting! I thought it was a very good trait to always be reaching out and getting information about what was going on in the field, but was totally unaware that the way I did it was making some people feel left out. You can say they’re too sensitive, but what I learned was that my intentions are irrelevant! People will form opinions about your actions, not your intentions. Bob gave me another example; he told me that some people commented that I always sat by the same people at meetings or team meals and this may be leading people to believe I had favorites. From my perspective I was flying around the country nearly every week, sometimes visiting four cities…that’s four meetings, four half days of joint calls and four team dinners. I was sometimes exhausted and probably did look for a seat near people I knew. But if you put yourself in a sales reps shoes and think that Greg has come to town four or five times and always sits by the same people you’re probably feeling very left out. Both of these were pretty easy to fix. I continued to make calls to reps to get their input, but I kept a roster by the phone and put checks by people I called so that I wasn’t calling the same people all the time. And I continued to fly around the country attending meetings, making joint sales calls and going to team dinners. I just made one little change, I looked for a seat next to someone I didn’t know very well. You know what? Very small changes, very big changes in my leadership credibility.
So what’s the learning? For me it was that I do not own my leadership credibility. My credibility as a leader is owned by the members of my team and they will give me credibility when I earn it, not just because I want it.
So I think that you probably are a good manager…at least in your mind anyway. Are you brave enough to find out if you’re as good as you think you are? If you have the courage to open yourself up, then you have the potential to move from a good manager to a great leader.