ABM Topic 3: The Manager

A person responsible for controlling or administering all or part of a company or similar organization

Manager

A leadership theory that defines leadership as a balance between two fundamental concerns: the concern for people and the concern for results.

Leadership Grid

Real management is developing ______ through ____.

people, work

Driven by tasks and committed to goal achievement

Problem-Solving Manager

Problem solvers who frequently handle crises and lead through a somewhat chaotic approach.

Problem-Solving Manager

Their consistent provision of solutions can lead to the mediocre performance they are earnestly trying to eradicate.

Problem-Solving Manager

Wield authority with a firm and frequently controlling demeanor.

Pitchfork Manager

Insist on progress, enforce accountability, and drive for outcomes by resorting to threats and intimidation.

Pitchfork Manager

This approach to management can be challenging for those subjected to it, as it compels them to act out of fear of consequences rather than being motivated by a shared objective or aspiration

Pitchfork Manager

Openly acknowledge that they don't adhere to any specific management strategy. Instead, they rely on instinct, improvising as they go, which frequently results in erratic and unpredictable outcomes.

Pontificating Manager

Thrives in such circumstances. Often adrenaline enthusiasts themselves, these managers urgently need to develop the second most crucial coaching skill: adept listening.

Pontificating Manager

Possesses the ability to strike up conversations with anyone, instantly putting people at ease. This charisma often becomes a crutch in their leadership style, preventing them from recognizing the importance of refining their approach.

Pontificating Manager

In fact, the only consistent aspect of their management style is its inconsistency.

Pontificating Manager

Prioritize themselves above all else. They place greater importance on their individual productivity, recognition, meeting sales quotas, and earning bonuses than on the growth and development of their team members.

Presumptuous Manager

Their personal interests and goals often take precedence over the well-being and needs of their team. Predictably, this self-centered approach leads to higher attrition rates, increased turnover, and challenges in team management compared to other manager types.

Presumptuous Manager

Self-assured and confident individuals; however, their motivation primarily stems from the desire to showcase their own abilities and outshine their colleagues.

Presumptuous Manager

Instead of fostering a collaborative environment, they inadvertently foster unhealthy competition within the team.

Presumptuous Manager

Possess a range of admirable qualities. They exhibit an openness to change, innovation, and personal growth, driven by a commitment to continuously enhance their skills as sales managers.

Perfect Manager

However, this admirable trait can sometimes become their weakness. In their pursuit of the latest and most cutting-edge approaches, much like Pontificating Managers they miss out on the advantages of consistency.

Perfect Manager

These managers often come across as encyclopedias of information, emphasizing the acquisition of facts, figures, features, and benefits.

Perfect Manager

Unfortunately, this focus can overshadow their recognition of the critical need for soft skills training, particularly in areas such as presentation, listening, questioning, prospecting, and the importance of adhering to an organized, strategic selling system.

Perfect Manager

Rely heavily on their extensive product knowledge and experience when managing and developing their sales team.

Perfect Manager

However, this imbalance often results in a deficiency in their interpersonal skills, preventing them from appearing more approachable and human rather than purely analytical.

Perfect Manager

Known as Parenting Managers or Pleasing Managers.

Passive Manager

Take the idea of fostering close relationships with their team and colleagues to an extreme. Their primary objective is to ensure the happiness of those they work with.

Passive Manager

While this is an admirable trait, it can sometimes hinder their leadership efforts if not managed effectively.

Passive Manager

Well-intentioned and charming, they can be viewed as ineffective, inconsistent, and unaware, leading to a lack of employee respect, hindering team performance.

Passive Manager

They tend to avoid confrontation, even when needed for accountability, and may keep underperforming team members longer than necessary.

Passive Manager

Encompasses all of the good qualities that the other types of managers possess, yet without all of their pitfalls.

Proactive Manager

The ultimate manager and coach, and a testimonial to the additional skills and coaching competencies that every manager needs to develop in order to build a world class team.

Proactive Manager

Persistence, edge, and genuine authenticity of the Pitchfork Manager;

Proactive Manager

Confidence of the Presumptuous Manager Enthusiasm, passion, charm, and presence of the Pontificating Manager;

Proactive Manager

Drive to support others and spearhead solutions like the Problem-Solving Manager.

Proactive Manager

Desire to serve, respectfulness, sensitivity, nurturing ability, and humanity of the Passive Manager;

Proactive Manager

Product and industry knowledge, sales acumen, efficiency, focus, organization of Perfect Manager, and;

Proactive Manager

Passion for continued growth just like the Perfect Manager

Proactive Manager