I recently accepted a promotion, which meant moving away from the branch I’d grown to love.
It also meant accepting a challenge. My new branch recently struggled to meet sales goals, and I came into the position with my eyes open to this impending difficulty.
My novice mistake: changing sales performance means changing people’s performance. And changing people’s performance is really fricken hard. Here’s my plan:
First on the agenda? Build a team. I have a collection of employees, but no cohesion. I need to figure out how to get everyone moving in the same direction.
How do I do this? So far I’ve been capitalizing on our in-company mini-awards and creating games to keep the branch engaged. I’m trying to build a good rapport with ALL my employees, even those who I don’t directly supervise. And I’m leading by example to the best of my ability.
Will any of this work? I have no fricken clue. We’ll see.
The hardest thing about being a young manager is that the only way to learn is trial and error.