Presentation on the first 100 days of a manager. Practical advice for a new sales manager

You have been appointed head of a department, albeit small, but still. Where to begin? With a change of tie and suit, or are there other, more necessary things? I worked as a CEO for 15 years. Over the years, he has formed a certain minimum of steps to introduce middle managers into the effective work of managing a work group. I hope this minimum will be of interest to colleagues.

1. Evening three-minute

Daily summing up, verbal thanks to the best “according to today’s results.” It is important that your colleagues go home happy with the work they have done. You must learn to praise colleagues who have particularly distinguished themselves at the end of the day. Try to learn to speak in such a way that people's faces light up. You can't scold! Even if the offense was serious... There is a general rule - to praise publicly and regularly, to scold privately and for serious mistakes. Add positivity to the lives of your employees - they will reciprocate! It is important to accustom colleagues to this event as a daily norm.

2. Self-organization

As a rule, those who have high personal self-organization, often higher than others, are appointed “promoted” managers. It is important to begin systematic work on personal self-organization. Only those who were able to tame themselves will be able to help their colleagues in this. Russians, unlike Germans, are quite capricious people, and you, as a leader, need to learn to force yourself to achieve results...

At one time I found a thin book Lothar Seivert with eleven workshops on self-organization. Over time, other managers and I, based on this material, prepared a mandatory course of workshops for the development of employee self-organization. It’s better to start with yourself, and then, using experience and feelings, involve your team in the process.

3. Organizing colleagues

You will generally be expected to do a skilled job of organizing colleagues. Important! Move “step by step”, consolidating your personal vision in documents - orders, instructions, methods, and so on.

Seivert has everything lined up correctly. Goal setting comes first, and you, as a manager, need to learn how to ask your senior management for specifics for the calendar period for your work group. It’s great if your management sets clear goals and outlines clear goals. It's bad if this doesn't happen. But you can work effectively in any situation. You need to learn how to structure your work with your direct supervisor in a constructive and documented manner. Any conversation is a meeting, with minutes of the meeting. In the minutes, you, as the secretary of the meeting, must write down how you understood the goals and objectives, and approve the minutes with your direct supervisor. Protocols need to be kept and notes made about the completion or cancellation of tasks. Such constructive work will earn your manager respect for you as a professional.

Planning comes second. There must be plans “for everyone”! And you must understand whether your employees are ready for independent planning, or whether you will do it for them yourself, how long this will take.

Decision making comes third. Many people don't know how to say no. We must learn to do this. A leader must be resistant to psychological pressure from colleagues and be able to say “no” more often than “yes.” When you say “yes,” you should base your view on the problem on your own, not how your colleague sees it. If you have clear goals, then saying “no” or “yes” will not be difficult for you. If your goals are unclear, then “I’ll think about it” or “I need some advice” comes up. This is a bad call for you as a leader.

4. Regulation of labor activity

After you have compiled a portrait of your work activity according to Seiwert (morning-afternoon-evening, beginning of the week - mid-week - end of the week), you must help your colleagues distribute tasks based on their work activity.

5. Control

After you have figured out self-control, it is important to introduce this function into the work group. The report on the failed monthly plan is a photo of a burnt house. You, as a manager, are obliged to see a fire in the house and extinguish it on your own. To do this, you must keep daily statistics, understanding what the percentage of completion is each working day.

6. Working with information

After you have improved this parameter for yourself, you simply must help your work group in this by entering a list of information sources:

mandatory to remember;
required daily viewing;
required weekly viewing;
prohibited from viewing during working hours.

7. Image of a leader, a professional with a capital “P”

Now you can take care of your image! A new suit, a business style in correspondence, accessories - after all, you have solved the main problems in organizing a group and with personal self-organization. Make sure that you, as a leader, are immediately visible by your appearance.

The article was first published on Executive.ru on July 1, 2010 under the heading “Creativity without cuts.” Re-announced in the content block withinspecial project editorial staff

The probability of failure for top managers in the first 18 months after receiving a new position is 50%. These results were shown in a 2018 study by Heidrick & Struggles International (consulting company, USA). The first steps in the company are extremely important in the work of a new manager. The more precise the actions, the higher the likelihood of success. Three risks of a new CEO in a company:

Make a mistake in choosing a priority.

Not having time to implement the strategy.

Make your life more difficult by getting caught up in corporate intrigue.

The CEO's base of support is loyal And . This article is for those who understand the importance of management in achieving goals and use a modern arsenal of management techniques, approaches, and tools.

STEP ONE. MANAGEMENT INTELLIGENCE.

He found out, he came, he won.

The first step of a manager in a new place is related to his internal mood and the collection of global information about the company and the situation in it. Before accepting an offer, you should ask yourself 3 questions:

Do you really understand what the owner wants?

Does the company, and in the future, do you, as CEO, have the resources to solve the problems?

Do you have enough competence to solve the assigned tasks?

Once you accept the offer, you immediately become a director, with many responsibilities and a lot of responsibility. Changing a TOP manager / general director / in medium and large businesses does not happen just like that. A change always indicates a crisis = the company’s desire to change. The company's desire to change is not enough; it is important that people are ready. As a future CEO, you should assess the situation in order to understand what you will face from the very first days. Most often you can observe two situations:

The crisis is obvious. The new CEO finds a situation where employees are motivated. The company is ready for change.

The crisis is internal, not advertisedth. Most likely, changes in the company will be a little more difficult to implement, and resistance from employees is possible.

Russian Post, April 2013 There is an obvious crisis - long lines of trucks with cargo, 500,000 parcels at customs that do not have time to sort and deliver. Everyone around understands that urgent measures are needed. In this case, the new CEO found himself in a situation where employees are motivated, the crisis is obvious, and there is understanding and readiness for change.
Magnit, May 2018 A new general director has been hired. This was preceded by a certain deterioration in the retailer's position in the market, including a slowdown in revenue growth. The main competitor of X5 at the end of 2016. It is ahead of Magnit in terms of turnover, and in February 2018. by capitalization.

MTS, April 2014 The company is undergoing a change of general director, despite the fact that six months earlier MTS for the first time managed to take a leading position in the growth rate of smartphone sales. A person from internal personnel is appointed to replace the manager.

Intel, September 2018 After the sudden resignation of the previous top manager, the company decides to look for a new candidate from outside. Prior to this, the policy of appointments to the highest position was based on the growth of its own personnel. According to confidential information, the financial director, as well as the acting general director, refused to apply for the position.

Look for information in the media, do not hesitate to ask questions to the owners, soberly assess your capabilities. Decide at the start whether you are ready to move on. Next, the owner who hired you will not be your friend, he will be the one who needs results. To get results, you will only have information and a close circle of leaders. Your success will depend on how valuable the information is to you, that is, reliable and fully clarifying the situation in real time, and how loyal people will be to your decisions.

STEP TWO. RIGHT PEOPLE.

It happens that one loyal one is worth ten experienced ones.

After his appointment, the CEO finds himself in a situation where he needs to understand as quickly as possible what is happening, . This requires trusted people. If you come with your team, they will be able to collect the necessary information for you. But more often you have to form an inner circle around yourself from those who exist in order to take the first steps to the position of general director.

A mistake at this stage can be costly for the CEO.

An organization may contain negligence, connivance, low efficiency, and simply “hot places” with their own rules and niceties. People will carefully hide all this from you and adjust your vision, leading you away from really important problems towards imitation of various “serious difficult” problems.

In our practice, there have been cases when company employees deliberately diverted the attention of the new CEO to less important tasks. For example, instead of resolving the issue of accounts receivable, an unmanageable system of discounts and other factors affecting liquidity and profit, the company implemented a wms system for the third year in a row, and there was no end in sight. And the new director continued to solve this problem as a priority, losing the margin of financial strength every month. It turned out that to implement the software, they expanded the IT department at the expense of expensive programmers, hired new specialists in logistics, and were constantly “finishing” something - the cost of the process increased many times, but the system never worked.

As a result, the CEO lost his reserve of trust with the owners in eight months. The general director's mistake was that he did not work on forming the initial team and did not check the information provided to him. By the way, all the information that comes to you in the first weeks from these people must be checked.

A more stringent option for entering the position of the first head of an enterprise may be marred by fraud. The company may have contractual schemes that, if you act incorrectly at the start, you will never reveal at the right time for you, only by accident. And this is not an uncommon situation. According to PwC, misappropriation of assets at the highest level, corruption and bribery, as well as procurement fraud were included in the TOP 3 economic crimes in Russia in 2018. Corporate fraud among top management is very developed in medium and large businesses.

What kind of people are needed, where to look for them, and how to understand that these are the “right” people?

First way– contact employees who occupy key positions (financial and commercial directors, production manager and chief technologist, department heads, chief engineer, etc.). This is the simplest method, but it will give results only when key people occupy top positions in the company, but as practice shows, this does not always happen. “Corporate games” are flourishing and large organizations are guilty of unscrupulous middle and senior management.

Second way- basic.

1. People who are loyal to the company and committed to change.
People who are truly loyal to the organization (not the director, but the company!). How to recognize them? Ask a few questions. For example,

What key tasks did you solve for the company over the past year?
What problems did you face and how did you cope?
What role do you see for yourself in the company?

The secret is that individual key employees speak rationally and reasonably about the actual problems of the company. They voice one way or another the tasks that you will have to solve in this place. Perhaps they will see problems from a specific angle, but what is important here is the attitude to the matter, how much a person is aware of the real state of affairs, and “heartily cares” for the company.

Attention! Among loyal people there may be “whiners”, “politicians”, “lickers” and others. Simple sympathy for people can also turn on. The following steps to collect and verify information will help you understand whether your sympathy is justified or not, and who is a “whiner” or “schemer” and who will really be a good assistant for you.

2. People who have information.

Here people's choices are based on common sense. For example, you need commercial information, so you need to go to the commercial department for it. If the goal is to reduce production costs, then most likely you need a production director or chief technologist.

Attention! The people who have the information may not be the top managers. Sometimes key information is held by an ordinary employee of the sales department or a specialist from the control and audit department. You can check it in the following way, for example, request a report on ten VIP clients and full detailed information about them (debts, assortment purchased, complaints, change of conditions, etc.). Or request information about the condition of individual assets with details that are of interest to you personally. Next, observe where and after what time the information will come, and who can explain it. Perhaps the question will be sent to the IT person - this means that management is not in the know.

The second category of well-informed people are key specialists. This is especially typical for production, complex sales, medical institutions, project teams (IT, engineers, designers, VIP sellers, pilots, doctors, etc.), when an engineer or developer knows important details of existing processes, including information . If one of them joins the CEO's team at the first steps, it will be easier to manage.

3. People who control financial flows
Usually these are chief accountants or financial directors in companies with a developed financial function. You need to start contacting them in any case.

To identify the “right” people in a company, you can use a fairly fast “ ” tool or turn to the “ ” technology.

Step three. INFORMATION SOURCES.

A clean source means excellent health.

Key step. People have been selected, now you need to find them . Of course, over time you will build a system, something will leave and change, but at the first stage you need to collect the maximum number of sources. The main task is to find where the primary information comes from, and also to determine at what level the work with information is in the company. If the level is low (and you will easily understand this if your requests remain unsatisfied in 2 days), then you need to be careful with the data and reports that will be provided to you. If the level is high, you will have the opportunity to implement your strategy as quickly as possible.

The minimum required set of information for the new CEO of the company:

Insider information. Information from outside – from clients, suppliers, partners, etc. Use all your external connections to collect data, because at this stage they will be the most objective. Selective contacts with partners and suppliers will allow you to check prices and conditions. Monitor the market, visit points of sale under the guise of a client. This information is best obtained from sources unaffiliated with the company. Independent external information can reveal obvious weaknesses of a company.
Opinions of the inner circle. Use the people you selected in the previous step. Usually this is 3-5 people. But it is worth understanding that these are just opinions. It is necessary to prepare a series of questions for the goals that have been set for you. You simply divide the goal into tasks and receive answers from each employee within the tasks.
Opinions from distant surroundings. Key specialists are a source of very valuable and interesting information. They can point out current problems that top managers do not see, and these people are often the first to sense any trends or inconsistencies. This is typical for IT companies or industries, where final approval occurs with the chief programmer or technologist.
Reports that are customary to submit.

Reports upon request of structures required by definition (IFRS standard, financial tax reporting, etc.). These reports do not need to be analyzed long and deeply. From them you can simply get a few facts depending on the company: about the size of the tax burden, approximate indicators that are of interest to external consumers, points of control by external structures. There is absolutely nothing in these reports for your internal activities.
Operational reports on the company's activities. Such reports will make it possible to understand what your predecessor did or did not control. Also important here is the speed of preparation of reports, the form, type, number of employees taking part in the preparation and, of course, the presentation and interpretation of the report by the person in charge.
Personal reports. Reports aimed at assessing specific people. Not every company has such reports. Sometimes it all comes down to KPIs. These reports do not provide much information, but they provide an understanding of the level of achievement, the level of communication in the company and the importance of employees and the ease of replacing them.

Information according to your request. In the form of indicators or reports with a new structure. You focus on being able to get the numbers right, not on what the reports will “paint.” We check the performance of the system (both technical and managerial). Possibility and speed of obtaining the information you need. For example, if you have a goal of reducing costs, and the company has a large vehicle fleet. The report may contain data on the costs of gasoline, service, and payroll for each car for the last six months. Another example: a company has large warehouse balances; you can request balances for each item. Feel free to set tasks that will allow you to get the information you need for your work, no matter how detailed they are. The more important details you learn, the more opportunity you have to change the situation for the better.

Correct financial indicators are able to fully demonstrate what is being done locally and what risks are there in the company right now. The indicators are universal for any activity and industry. Read

IMPORTANT! All information must be collected quickly enough. Literally within 1 day - this is the first way to check the availability of reliable management information that you can trust.

Step four. RELIABILITY.

While in illusion, you cannot do any big things.

Collecting opinions and looking for loyal people can take 1-2 weeks, but reports should ideally appear on your desk within 15 minutes, if downloaded - by the evening, but not in a week. Information is collected in a very short time. Thus, you check whether the facts are available or whether they need to be “prepared.”

Based on our experience, in practice you are unlikely to be able to collect information in 1 day. People will be away preparing reports for several days, maybe even weeks. This will be the first criterion for unreliability, and therefore low quality. .

If you don't have the right information, you can't make informed management decisions. The report is unlikely to be reliable if:

cooks for longer than 1 day;

there is no way to check the numbers that go there;

detailing financial items is difficult;

the same indicators in different reports do not match;

you hear the answer “the program can’t”;

bosses cannot answer “how much money was invested in this or that project?”

These are the first obvious signs of unreliability. They indirectly prove that there are problems and intervention in the company’s activities is required.

Why is it important to have reliable information? A striking example of losses in the Alliance company due to lack of information. In 2016, the board of directors decided to refuse to issue MTPL policies and surrender the license. The reason for this decision was the inability to control the settlement of losses in the regions.

The simplest example is checking accounts receivable. Formal accounts receivable can be shown to you quickly. You may not see a report with accounts receivable with confirmed figures (debts for which there are reconciliation acts) and a separate report with an unconfirmed one (with deadlines, clients and a full breakdown). And so on for all questions. If you want to run a company, any necessary information should reach you within minutes. We live in 2018, where everything is automated. It's normal to receive a report in 5-10 minutes rather than a week.

Important! Among the entire flow of information there will be financial information as well. You will not be able to find out your real net profit during the first few weeks (profit in IFRS statements does not count) - this is normal. Initially, it is necessary to understand whether the information from which this profit is formed is reliable. In our practice, there are inconsistencies with information in every company. The same situation occurs with cost. But subsequently, if , there will be no such problems.

You can check the company's financial position report here " " (testing is free, does not require registration and does not save data). This test will give a general idea of the problems in the company.

You can also order. It takes no more than 2 hours and gives you real facts that you can rely on when interacting with employees.

Step five. Penetration into the information system.

Until you try, you won't understand.

To get a complete picture of what is happening in the company, you need to personally try to use the system (or systems) to obtain information and subsequently compare it with what employees have prepared. If the company has an information analyst, then perhaps he will help you in this matter.

If your company uses ERP, WMS, BI, CRM, etc., 1C, SAP, modern systems like Yatel, etc., you need to get a report from each. Assess the quality of these reports and the reliability of the information.

Brief conclusions and first steps

As a result, following these steps, during the first few weeks of working in the company in the new position of “General Director”, you will have:

1. A group of trusted people from the enterprise team. From them you will receive:

subjective understanding of the situation “as is” through opinions;

a set of weaknesses, errors, problems;

the opportunity to determine the focus of attention and the first tasks.

2. A set of reports and data. Which will allow:

gain an objective understanding of the situation “as is” through numbers;

determine the exact structure of work and ongoing control;

identify the level of information processing in the company.

As a result, you will be able to create an information field in which you can be successful.

The arrival of a new leader means a shake-up for any organization, a disruption to the usual order of things, which makes it possible to carry out the necessary reforms and changes in a short time. On the other hand, this event is stressful and a serious test for the newest manager. He needs to make a lot of effort to take power into his own hands and gain support at all levels of the organizational hierarchy. Various studies indicate that between 30 and 50 percent of managers fail. It is especially important how the first weeks and months in a new field go. It is believed that the first results can be announced in 100 days. In this essay, I propose to discuss a plan of action for this critical period. My conclusions are based on my own experience of managerial work in two large international corporations, as well as on the following sources:

The New Leader's 100-Day action plan. George B. Bradt, Jayme A. Check, Jorge E. Pedraza

A guide to the CEO-elect. Kevin P. Coyne, Bobby S. Y. Rao, The McKinsey Quarterly 2005 Number 3

Managing CEO transitions. Tsun-yan Hsie, Stephen Bear, The McKinsey Quarterly 1994 Number 2

Plan

Making a decision on appointment and associated risks: Organizational, Role, Personal
Don't miss the moment for change. Enabling influence.
Definition of stakeholders: Superior, Equal, Subordinate, Servicing, Controlling.
Key stages of the first 100 days: Before officially taking office; First day; Pre-planning; 30 days: creating a team imperative; 45 days: Planning; 60 days: Early successes; 70 days: New distribution of roles in the team; 100 days: Forming a team culture.
Conclusion;

Prescribing decisions and associated risks

After receiving the proposal, you should once again evaluate the consequences of the decision and minimize various risks, primarily organizational, role and personal.

Organizational risk- This is, first of all, the risk that the organization cannot achieve its goals, no matter what its leader does. In order to make sure that this is not the case, you need to answer the question: What is a company's sustainable competitive advantage? The analysis should consider elements of competitive advantage and risk in five areas:

Consumers
Partners
Resources: human, financial, technical, etc.
Competitors: direct, indirect, potential
Conditions: social, political, demographic, market, etc.

The SWOT methodology can be used as an analysis tool. Strengths and weaknesses are internal factors, while opportunities and threats are internal factors. Internal strengths are used to take advantage of external opportunities. Sustainable competitive advantage is the most likely key means to achieve the goal.

Let me give you an example from my career. In 2005, I and my partners created a start-up company, which began creating and implementing its own software product - an ERP system. At the preparation stage, we were aware of the lack of a sustainable competitive advantage over a similar product from Microsoft and 1C, but we deliberately ignored this fact, hoping that understanding would come during the work. As a result, the project had to be closed after several months of work.

Role risk is associated with a balanced position in which to work and the same understanding of the role on the part of all interested parties.

Key questions for the role:

What are the responsibilities and authority of the role? Who is subordinate to her, and to whom is she subordinate?
What is the position for?
What are the goals and expected results?
Who was involved in developing the role?

The purpose of these questions is to ensure stakeholders have a similar understanding of your role, tasks and responsibilities.

An example from my practice: Sergei was appointed head of the new department for working with distributors. Until this moment, the department did not exist, and regional sales departments were responsible for working with distributors and developing the network. Issues of joint promotion of products, advertising, and events were supervised by the marketing department. The official description of the functions of the new department included many tasks that had previously been shared between sales and marketing. The heads of regional sales departments perceived Sergei's role as supportive; in their understanding, he had to follow their instructions in working with distributors. At the same time, Sergei’s immediate superiors required him to strategically manage all activities related to distributors, that is, his department had to create plans and set the direction of work for sales and marketing. Naturally, such a difference in the understanding of roles could not lead to anything other than constant conflicts. The department was soon disbanded.

Personal risk is associated with a manager's reassessment of his skills, knowledge and abilities, as well as his fit with the organization's culture. It can be reduced if the manager asks the question: Why did you offer this job to me? The goal is to find out what they consider his strengths and motivations to be. If the answer is very different from what the manager thinks, then perhaps it is better for him to refuse the position.

Don't miss the moment for change

A change in leadership leads to a shake-up of the entire organization. During the first days and weeks, everyone listens to the signals given by the new leader. If quick changes do not follow, then gradually everything will return to its previous place and the moment of increased attention will be missed. At the same time, the new manager is not yet sufficiently up to speed with things and is still afraid to touch the working mechanism, so as not to break something. Typically, it takes from 2 weeks to a month to get into a position more or less confidently. And all critical and painful transformations must occur within the first 100 days.

An example from the experience of colleagues: Konstantin was appointed the new head of the analytical department in a large Russian holding. The task was set to optimize the work of the department, including reducing staff by 20%. The first few days in his new position, he looked closely at his subordinates, delved into the work and did not show much activity. At the end of the first week, they were informed that department employees would have to move to another floor in order for everyone to sit closer to each other. Thus, he made the first transformation, which, on the one hand, is not capable of greatly damaging the current processes, and on the other hand, has a rather strong effect in the emotional sphere (necessity will replace the usual working environment). These changes are associated with the personality of the new leader and program the team to perceive subsequent changes. It was after these actions that he was perceived as a real boss. By the time the layoffs had to be announced, employees were already ready for change because they had seen the transformation taking place and understood that this was just the beginning.

Identifying Stakeholders

The power of a manager in modern organizations is often determined by his ability to build the right network of contacts and connections. In the first days, or even before work begins, all stakeholders should be identified and established. Below is an example of a stakeholder structure for a regional sales manager (B2B) for a multinational corporation.

Peers or members of independent branches of the organization
- Colleagues responsible for other regions
- Marketing
- Product groups
Superiors
- Immediate superior
- Chief of the Chief
Subordinates
- Formal and informal leaders in subordinate teams
Controlling
- Finance
- Lawyers (Legal)
- Audit
- Export control
Attendants
- HR service
- Back office
- Pricing and quotas
- Customer Service

It is very important to create such a list as early as possible and establish contacts at the very beginning.

Key milestones for the first 100 days

Before officially taking office

There is usually some time lag between the time the appointment is decided and the official first day of work. Many people use this time to complete business in the old place and relax. McKinsey consultants recommend devoting this time to “hidden frontal activities.” This activity includes:

Identification of stakeholders (see above)
Organization of the workplace, creation of an individual environment
Preliminary meetings and calls with interested parties
Collection and study of preliminary information
Planning for the first 100 days

List of questions that can be asked to interested parties at the stage of development in the company:

How do you see the general situation?
Our strengths and capabilities to accomplish tasks?
What is the highest priority?
What is the control system (reports, indicators)?
What are the main decisions we make and how?
How can we best communicate information (how often, in what form)?

The important thing here is not to get to the bottom of the truth, but to understand the attitude of the person concerned to various aspects of the activity.

First day

The first day is a critical point. The first impression, as we know, is the strongest. Whatever happens at the first meeting, the information will be exaggerated. If you are well prepared during the previous stage of “hidden activity”, then the manager will have time to communicate with the team on the first day, and he will be able to quickly establish contact and show his interest and competence. However, you should be careful with everything that is said and done.

Pre-planning

In modern conditions, a manager usually does not have much time to develop; management decisions are required to be made almost from the first day. Therefore, during the first week, a preliminary tactical plan must be drawn up and put into execution. It focuses on three aspects:

Clearly visible problems
Anything that requires an urgent decision
Opportunities for first success

Small successes early on help build support from management and give the team more confidence.

30 days: creating a team imperative

Imperative in our context, it is the totality of mission, vision, objectives, goals and strategy. Mission provides an answer to the questions: “Why are we here?” “Why do we exist?” "What are we doing?" Vision shows the direction of movement, a picture of the future: “Where are we going?” “What is our goal?” Tasks are broadly defined job requirements. Goals these are measurable values by which the successful completion of tasks is verified. Goals must meet the criteria SMART, that is, be Specific, Measurable, Achievable, Realistic and Time-bound. Strategy it is a set of methods for performing tasks.

Many books have been written on how to correctly formulate your mission and vision.

The imperative is the fruit of a joint discussion among the entire team. To create it, it is recommended to hold a master class lasting 1-2 days outside the office. It often turns out that the very process of working together on an imperative brings a lot to the team: people learn more about each other and about shared values.

45 days: Planning

The concept of key stages is introduced - pieces of work at the end of which there is a checkpoint. At the control point we verify that the previously defined measurable values have been achieved. By day 45, we should have an agreed upon plan with defined milestones for the team as a whole and for each team member individually. This plan must be consistent with and follow the imperative that was created in the previous stage.

The command is configured to what is needed through the definition:

Individual roles related to the group
Individual SMART goals
Required resources and guides: Skills: “how to do”; Knowledge: facts, experience; Tools: what you need (hardware, software, etc.); Resources: human, financial and production; Guidelines and Limitations: what can and cannot be done.
Checkpoints at which we check the achievement of the goals of the stages
Reporting systems: Reporting frequency; Report format.
Links between results and consequences: employee motivation system
List of auxiliary actions to achieve the goals of the stages

60 days: early successes

By day 60, you need to make a decision regarding one or two goals that will be achieved at the end of the first six months. It is considered critical for a new manager to complete something significant and positively impact the organization in the first half of the year. Let us formulate the criteria for such a goal:

Significant impact on the organization
Something that will be talked about at different levels
Something you can be 100% sure is achievable
What will be an example of a new approach, behavior
Something that would not have happened without the participation of a new manager

To achieve the chosen goal, more resources should be directed toward it than seems necessary in order to achieve a higher result than expected.

An example from our own practice: A major event for clients in Moscow was planned to be held 7 months after the opening of the corporation’s representative office in Russia. The goal was set to invite 400 clients, and in addition, about 20 people from the top management of the corporation came. This event was of significant significance; in fact, it officially opened the company’s activities in the region; was covered by the press and discussed at all levels; was an example of a new level of company activity in Russia; It would have been impossible without a local team and a competent manager. All efforts were devoted to the organization, in fact 80% of the employees’ working time for 2 months. As a result, everything was perfectly organized and a great success. Top management made a strategic decision on the spot to open an additional office in St. Petersburg, and the local team gained fame and authority in the corporation.

70 days: New distribution of roles in the team

By day 70, you need to put the right people in the right places. The manager has already observed the work of the team during the creation of the imperative and planning and can judge the strengths, weaknesses and roles of each. Consultants suggest distributing team members along two dimensions: 1) productivity, effectiveness, behavior and communication when working to achieve goals; 2) potential in the current role, considering motivation, strengths and fit.

Strengths and suitability for the role can be assessed using some kind of questionnaire, perhaps involving the company's HR department.

As a result, we get four groups:

Above average performance and good fit for current role. Recommendation: further support and development.
Below average performance but good fit for role. Recommendation: work with them to improve performance.
Above average performance but poor fit in current role. Recommendation: Support and look for a better role for this person.
Below average performance and poor role fit. Recommendation: Immediately transfer to another role.

100 days: creating a culture

Just as a child’s personality is formed in the first 5 years of life, so the culture of a team is formed in the first 100 days of work. Culture is the interaction of people and routines. The culture is formed within 100 days, the finishing touches remain:

Final development and strengthening of the imperative
Finalizing key stages of communication
Internal media plan - a plan for conveying information to other departments of the company
Making changes a completed status, for example, through a program to reward good behavior
Planning for changes: how the mechanism for tracking changes in the external environment and initiating changes within the organization will work

Conclusion

It is believed that one way or another, in about 100 days, a team, strategy and culture are formed. This time offers a chance for success or failure. Failure usually looks like a return of the situation and working methods to the old direction, while new ideas and a fresh wind in the activities of the department or company are expected from the new leader.

So, you have been hired for a new position. From now on you are a big boss. Head of Sales. Yes, yes, you manage the main area of the enterprise - the catalyst for cash flows.

What to do so that the first week does not turn out to be a waste of time?

Firstly, when taking office (a week is enough, I think), decide to yourself that you will not change anything without understanding it. Include the “do no harm” rule.

Where and for what do the main flows come from?

What do you need to understand right away? This is where the main cash flows come from and for what. I emphasize: the main ones. That is, I advise you to do ABC analysis of products by value, liquidity, and profitability in the first days. Because you need to make decisions right away, and not wait until you have studied everything. And, knowing which products and which consumer segments “feed” you, you will be able to initially concentrate your efforts in the right direction. After all, it often happens that on the first day a manager of any size finds himself in some kind of unfinished process (negotiations are underway, products are offered, invoices are issued, bidding takes place for every penny, etc.). And not knowing the ford, but considering it his duty to “get involved in battle” (adhering to the principle “the war will show the plan”), he begins to be very actively involved in it. If he had the ABC_XYZ analysis numbers, he would have realized that this was a waste of precious time. Since the marginal income from this client is already so small, it is not profitable to simply offer him more products during peak sales. Or, on the contrary, you should take a time out for a day or two, and, if the consumer is really important to the company, offer him an option that he will not refuse. That is, in the first days you should deal only with the IMPORTANT, then with the URGENT, and only then with everything else.

After ABC ranking, you already understand perfectly which products are the most important and which ones are for the assortment. Also, in your understanding, segmentation by clients (client groups) took place. You already understand that offering your boilers to installation companies, for example, is much more effective than sitting on the phone and calling every owner of a newly built cottage. These installation teams know everyone. And, if cooperation with you is profitable, they begin to work as your agents directly “in the field”, in private conversations with the owners. Word of mouth also works. Everyone knows everything. Your cold calls will only push potential buyers away. After all, they don’t need your boiler, but the entire heating system.

The same principle applies to entering a position in B2C. Your store receives money for specific groups of products and from specific groups of consumers. So define them. Conduct an express analysis of the assortment and customer base. Remember the Pareto principle. In B2C it is most obvious. 20-25% of checks provide 75-80% of revenue. Take the average bill for the previous period and determine how many there were who took 10% -20% more than the average. This category of consumers is important to you. Define her, who she is, what is she looking for from you? Not in the literal sense, but in the understanding of the main attribute of your added value. What quality attracts her to your product or point of sale. These are speed of service, price, quality, discounts, home delivery, friendliness of staff, etc.

Determining the core value of your product.

This point will be to determine the key value of your point of sale or your product. For example. If you sell branded items, then price matters little compared to quality, brand popularity, etc. When selling household appliances, you must understand that the buyer’s need is not only low price, high quality and the ability to deliver to their home. But also the speed of replacing components in case of breakdown, the ability to replace the device during service or warranty service, the availability of spare parts and upgrades. That is, you should determine, by analyzing historical data or doing new research, which attribute is the most important in your product. I just warn you right away, this applies to all points. Answers that everything is important, everything is a priority, are not accepted. I agree that the score for each of the attributes should not be zero. But there are always important things and not so important ones.

The same principle applies to grocery retail stores. The value can be the breadth of assortment, fresh quality products, discount programs and, of course, location in the right places, etc.

Having determined the key value of the buyer, you can build your promotion on the attributes demanded by the market. And this knowledge will become the basis for developing your brand’s loyalty system.

Familiarization with the level of competencies of the sales department.

This is where you look at the competencies of the employees and the capabilities of the department as a whole. Remember, the rule of shirking the plan only applies for the first week - and then you are responsible for everything. Therefore, immediately, in the draft, note your conclusions about the competencies of certain employees. As a rule, first impressions are the best. As you then get along with the team, you understand that the plan was “imposed on you from the top”, routine operational work begins and you no longer have time for organizational conclusions. They will arise again when you are reprimanded for not fulfilling the plan. And you will remember that you had to change something in a timely manner. This is not necessarily releasing the manager for poor execution of the plan. It may not be his fault. He needs to be driven in one case - if he lacks internal motivation to do the right things. If the plan is calculated correctly, and you have all the prerequisites (as the analytics and forecasts say) to fulfill it, then failure to fulfill it lies with the manager. He must, having resources (employees with competencies) a system (from analysis to control), effectively manage all this so that the plan is implemented and there is a vision of the future. After all, sales managers are on the front line. Therefore, the best “market partisans” should carry maximum information about the needs and trends in your area. This should be important to the marketing department and to you as a manager. Then you will be a manager, not a driver.

After all, the distribution of functional and productive responsibilities falls on you. By the end of the week, you should decide how each of your employees fits their role. Can something change? Can someone change? You need to understand this right away, and do it as soon as you are internally ready to take full responsibility upon yourself.

Thus, by examining the priorities and capabilities of your function, you can effectively manage at the level of your department and productively influence processes throughout the company.

P.S. They will throw it at me, the main thing is that the plan is carried out. I agree, I pointed out that the manager should not do any harm during the first week. Everything should take its course. But if he himself begins to implement this plan in the first days, without seeing the big picture, he will never be the head of the sales SYSTEM. A good seller at best. Yes, the boss should lend a shoulder in negotiations with important clients. Very important clients should be completely transferred to themselves, or even to the company’s management. But! Only when he knows the IMPORTANT things that we discussed here. That is, getting to know the strengths and weaknesses of your services and products, as well as the capabilities of the sales department, will give you an understanding of the manner in which to conduct a particular transaction, thereby making a direct contribution to the implementation of the plan. If a manager masters all the management tools within his competence, he will eventually produce the best possible plan and in the near future will move to the chair of commercial director or development director.

P.S.S. Remember, a good leader is always a resource for his subordinates.

Group 11-UP worked on the presentation

the event is stressful and a serious test for the newest manager. He needs to make a lot of effort to take power into his own hands and gain support at all levels of the organizational hierarchy.

First day

Pre-planning

Clearly visible problems Anything that requires an urgent decision Opportunities for first successes

30 days: creating a team imperative

The imperative is the fruit of a joint discussion among the entire team. To create it, it is recommended to carry out

master class lasting 1-2 days outside the office. It often turns out that the very process of working together on an imperative brings a lot to the team: people learn more about each other and about shared values.

45 days: Planning

60 days: early successes

Significant impact on the organization Something that will be talked about at different levels

Something that you can be 100% sure of being achievable. Something that will be an example of a new approach, behavior. Something that would not have happened without the participation of a new manager.

To achieve the chosen goal, more resources should be directed toward it than seems necessary in order to achieve a higher result than expected.

70 days: New distribution of roles in the team

By day 70, you need to put the right people in the right places. The manager has already observed the work of the team during the creation of the imperative and planning and

can judge each person's strengths, weaknesses and roles. Consultants suggest distributing team members along two dimensions: 1) productivity, effectiveness, behavior and communication when working to achieve goals; 2) potential in the current role, considering motivation, strengths and fit.

100 days: creating a culture

Final development and strengthening of the imperative Finalization of key stages of communication

Internal media plan - a plan for conveying information to other departments of the company

Making changes a completed status, for example, through a program to reward good behavior

Planning for changes: how the mechanism for tracking changes in the external environment and initiating changes within the organization will work