Looking for the qualities of a good manager? How to measure the importance of a manager in an organization? Very simply, you can do as Google and remove the management positions to find out. They regretted it: but in this way they were able to prove that the manager is essential to the good functioning of a company. There is one last step to go: the one that separates the manager from the good manager. Google has therefore launched a qualitative survey of its employees in order to identify the main tasks of the commercial management. According to the results, below are the 8 qualities of a good manager that must be in your mind as a business person.
8 – Qualities of a Good Manager
- Is a good coach
This means that he pays special attention to each member of his team and is able to make progress.
- Empower and encourage initiatives
He does not micro-manage, that is to say that he is not constantly above the shoulder of his subordinate to spy on each of his actions.
- Expresses interest in the well-being and success of its team members
It is in the interest of the manager: if his teammates are happy, they will perform better. Moreover it is supposed to help them to improve.
- Is productive and expects results
The good manager knows how to use the numbers to be productive and drive the efforts of his team in the right direction.
- Is a good communicator:
He listens more than he speaks and makes transparency an important principle of his management. By sharing his information, he gains the trust of his collaborators.
- Helps to develop the careers of his colleagues
Organize career points regularly: it is both a matter of advancing and proposing new opportunities. Without a perspective of evolution, what is motivation?
- Has a clear vision for his team
The manager is a GPS: he leads his team from point A to point B. Its better if his sales people know or are point B, they will be more motivated to get there.
- Has key competencies that are recognized by his / her team
The manager’s legitimacy stems from his skills and experience: if he is the best he can legitimately help and advance his salespeople.
These 8 qualities of good manager are not necessarily easy to combine. If you are a manager and you want to know where you are, know that your employees are bound to ask these 4 questions:
- Does he care about me personally?
- Is it demanding?
- Does it carry a vision, if so which one?
- Can I identify with him?
By asking yourself these questions, you will get an idea of how your teams perceive you.
Why you Lose Opportunities Every Day
According to Sales-force, 68% of salespeople struggle to reach a decision maker. Indeed, according to an IKO System study , today it takes about 8 attempts to reach an interlocutor with real decision-making power, as opposed to 4 only six years ago. What if your sales people were not targeting the right decision-makers?
Indeed, all training programs teach traders to find an ” advocate ” in their clients ‘ business, that is, a project promoter; Someone who will adhere enough to their product to champion it in their own business. And this “champion” often has very precise and similar characteristics 1:
- Accessible; Available when asked for an appointment
- Provides valuable information about its organization
- Strong influence on others
- Is known to say true and interesting things
- Is considered reliable by his colleagues
- Often supports innovative and persuasive projects
- Fulfills its commitments
- Won personally to buy your product
But a project promoter that combines all these qualities does not exist. It would be like throwing your traders to the dahu hunt. Often a decision-maker will combine one or more of these qualities, but never all together: and often the commercial will miss the potential ally that would have opened the doors of his organization.
So what are the real types of decision-makers we encounter in a company and what are their qualities? Here are the results of a field study conducted by the Harvard Business Review, which developed 7 2.
- The Founder
The Fonceurs are motivated by the transformation of organizations: they are constantly looking for innovative solutions and are not afraid to put them in place when they find them.
- The Mentors
Insightful, Mentors are often solicited by their colleagues for their valuable advice. They are particularly persuasive about the decisions to be made.
- The Skeptics
Tired of overly large and complicated projects, the Skeptics refuse almost any new idea. Even when they support a new project, they are in favor of a very precautionary and measured approach.
- The Guides
Always up-to-date with the latest news, Guides share information about their business that is normally inaccessible to outside parties.
As the name suggests, Friends are very accessible. They will be happy to help salespeople and connect them with other decision-makers in their organization.
- The Ambitious
The Ambitious will support a project that will be personally beneficial and capable of bringing those rewards (promotion or winnings).
- The Stoppers
The term “anti-decision-maker” would be better for them because they support things as they are and are not excited about change. They have little interest in talking to outside parties.
According to research conducted by the HBR, the majority of salespeople revolve around Guides, Friends and Ambitious – which can be grouped under the term Communicants ; While the best salesmen turn to the Dreamers, Mentors and Skeptics – which can be grouped under the motors .
Communicators are easily accessible and share information about their business – and for this reason they are particularly appealing to salespeople. But if you want to sign a contract and not just have a nice conversation, the Communicants will not be of much help to you. They generally lack the resources to build consensus around a complex procurement project. But the Communicants are the ones that stick the most to the description that one makes of an “advocate” or promoter of project: this reinforces the lack of gain of performance that the companies seek to improve.
Although they seem to be the ideal target for your salespeople at first, especially if they are high-placed in the hierarchy, they are not the ones that will bring you results.
Target Decision Makers
Conversely, a conversation with a motor will not be easy: the latter are oriented performance and productivity of change for their organization. They will adhere to your ideas and advice before joining your product or business. That is why it is better to engage them with a content approach rather than with a traditional sales approach that would be too product focused.
Engines are looking for disruptive ideas, new strategies and experts who will help them implement them: they will ask a lot of questions to test your expertise, it’s a good sign. Their questions should not be taken for hostility but rather as a sign of interest – and the best traders feel more encouraged by the difficulty and demands they will encounter.
According to a commercial interviewed by HBR: “If the customer is not skeptical and does not push me into my entrenchments, it is because I made a mistake somewhere or that he is not really interested “.
Be careful, being a Motor is not necessarily a question of title, position or seniority. High-ranking decision-makers are as likely to be Communicators or Stoppers. It is better to privilege a lower engine placed in the hierarchy but who will be able to make his organization join your project thanks to his ardor rather than to bet on a high-placed executive but of the type Communicant who will not manage to advance Your project (due to lack of time or because it is incapable of creating a real consensus around your solution).