Dear Ms. Divya,
Everyone has presented their best opinions, covering almost everything. I would like to submit my suggestion in a unique way that will help you to address such issues with ease in the near future.
Before promoting an employee to a mid or senior level, you should study all of their skills and talents by conducting a SWOT analysis and COMPETENCY MAPPING. Remember, it is not an easy task as you are about to thoroughly evaluate an employee. To do this, you need to understand HUMAN PSYCHOLOGY (attitude, behavior, etc.). Please remember that SUCCESSION PLANNING is a crucial tool, but it must be utilized perfectly to yield positive results.
If you are able to handle this on your own, great; otherwise, please consider organizing a training program titled HIGH PERFORMANCE LEADER, focusing on TEAM BUILDING SKILLS for your SALES TEAM, including the SALES MANAGER. This module will bridge gaps in communication, eliminate misunderstandings and egos, and develop LEADERSHIP SKILLS in your sales manager and TEAM BUILDING SKILLS in your SALES TEAM. I have implemented this module with my employees, and the results met my expectations. A MANAGER should act as a NAVIGATOR, MOTIVATOR, MENTOR, COACH, PSYCHOLOGIST, COUNSELOR, and more for their TEAM MEMBERS. Only then can the TEAM succeed in their mission.
I hope your company can invest a small amount and reap significant benefits through your employees.
You need to resolve all issues amicably and help your employees maintain a POSITIVE MENTAL ATTITUDE. You can do it if you believe in yourself.
I hope my suggestion stands out from the rest.
Wishing you good luck.
With profound regards,
From India, Chennai
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294Everyone has presented their best opinions, covering almost everything. I would like to submit my suggestion in a unique way that will help you to address such issues with ease in the near future.
Before promoting an employee to a mid or senior level, you should study all of their skills and talents by conducting a SWOT analysis and COMPETENCY MAPPING. Remember, it is not an easy task as you are about to thoroughly evaluate an employee. To do this, you need to understand HUMAN PSYCHOLOGY (attitude, behavior, etc.). Please remember that SUCCESSION PLANNING is a crucial tool, but it must be utilized perfectly to yield positive results.
If you are able to handle this on your own, great; otherwise, please consider organizing a training program titled HIGH PERFORMANCE LEADER, focusing on TEAM BUILDING SKILLS for your SALES TEAM, including the SALES MANAGER. This module will bridge gaps in communication, eliminate misunderstandings and egos, and develop LEADERSHIP SKILLS in your sales manager and TEAM BUILDING SKILLS in your SALES TEAM. I have implemented this module with my employees, and the results met my expectations. A MANAGER should act as a NAVIGATOR, MOTIVATOR, MENTOR, COACH, PSYCHOLOGIST, COUNSELOR, and more for their TEAM MEMBERS. Only then can the TEAM succeed in their mission.
I hope your company can invest a small amount and reap significant benefits through your employees.
You need to resolve all issues amicably and help your employees maintain a POSITIVE MENTAL ATTITUDE. You can do it if you believe in yourself.
I hope my suggestion stands out from the rest.
Wishing you good luck.
With profound regards,
From India, Chennai
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The new sales manager will be supported by his staff, but this does not mean a sales executive is wrong. The sales executive may be better than the new manager but is underestimated. A better job profile with leadership capability should be designed for the sales executive. This is not ego clashes but a fight for a leadership role.
From India, Mumbai
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From India, Mumbai
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Hi,
It happens when a person in the same group is promoted to a Lead role. They carry forward the old feelings. The Sales Manager too could have gone through some Leadership Training. Also, furnish the team members in a private chat on how the Salesperson is promoted to Sales Manager in terms of results, goal achievements that he had shown in his track. I mean the criteria of promotion by the company rules could be transparent to the Sales Team members. The bottom line is achievements, but not at the cost of Team Integrity and Organizational spirits. Hence, both need to go through counseling by leaving ego.
1. Ask the Sales member what he likes and what he doesn't like in the new Sales Manager. Compare these with the old Sales Manager and check whether these are true or not.
2. See that there is a common training program for the entire team away from the work spot.
3. At the end of training, see that both understand each other and share the expectations. Many times expectations set the team spirit off the track.
4. A common coach while counseling can talk in perspective of Organizational growth instead of personal goals.
5. Changing the team is the last resort, and both need to pay for their ego imbalances that should accept the new team.
6. HR can handle Change Management by using Empathy instead of Empowerment.
Thanks,
Ashok
From India, Hyderabad
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It happens when a person in the same group is promoted to a Lead role. They carry forward the old feelings. The Sales Manager too could have gone through some Leadership Training. Also, furnish the team members in a private chat on how the Salesperson is promoted to Sales Manager in terms of results, goal achievements that he had shown in his track. I mean the criteria of promotion by the company rules could be transparent to the Sales Team members. The bottom line is achievements, but not at the cost of Team Integrity and Organizational spirits. Hence, both need to go through counseling by leaving ego.
1. Ask the Sales member what he likes and what he doesn't like in the new Sales Manager. Compare these with the old Sales Manager and check whether these are true or not.
2. See that there is a common training program for the entire team away from the work spot.
3. At the end of training, see that both understand each other and share the expectations. Many times expectations set the team spirit off the track.
4. A common coach while counseling can talk in perspective of Organizational growth instead of personal goals.
5. Changing the team is the last resort, and both need to pay for their ego imbalances that should accept the new team.
6. HR can handle Change Management by using Empathy instead of Empowerment.
Thanks,
Ashok
From India, Hyderabad
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Dear Divya,
You can change the reporting span, and sometimes you can change reporting, i.e., to other top, maybe self, and higher authority. This is a short but smart way to solve the problem for a specific time when there is mutual understanding between each other.
Regards,
Pardeep Yadav
Jaquar Group.
From India, Jaipur
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You can change the reporting span, and sometimes you can change reporting, i.e., to other top, maybe self, and higher authority. This is a short but smart way to solve the problem for a specific time when there is mutual understanding between each other.
Regards,
Pardeep Yadav
Jaquar Group.
From India, Jaipur
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It is noted that the sales executive, after 1 month, says that he does not want to report to the new manager.
Please check what happened in this one month between the manager and sales executive, what went wrong, and find, with the help of other members, and analyze.
V. Murali
From India, Chennai
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Please check what happened in this one month between the manager and sales executive, what went wrong, and find, with the help of other members, and analyze.
V. Murali
From India, Chennai
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Hi,
I have observed a similar problem in my organization where a particular employee is not ready to report to a new manager appointed by the boss. The boss instructed each employee to report to her for any concerns. However, this specific employee informed the boss individually that he would not report to her. The boss left this matter as it was and instructed that employee to report to him instead. At the same time, the boss advised the manager to establish a relationship with that employee. Once a friendly relationship was established, the manager approached the employee to join her team. Now, everything is fine.
From India, Mumbai
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I have observed a similar problem in my organization where a particular employee is not ready to report to a new manager appointed by the boss. The boss instructed each employee to report to her for any concerns. However, this specific employee informed the boss individually that he would not report to her. The boss left this matter as it was and instructed that employee to report to him instead. At the same time, the boss advised the manager to establish a relationship with that employee. Once a friendly relationship was established, the manager approached the employee to join her team. Now, everything is fine.
From India, Mumbai
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Hi Divya,
Induction of an existing person into a new supervisory role in the same team is not only challenging but also difficult, yet not impossible. It must be handled in a subtle manner. The process of this kind of induction should be properly designed, planned, and executed in a timely manner - it should not take over a month. Ideally, it should begin even before the selected person and their colleagues are aware that this change is going to happen. The leader should be given a role to play, and the followers should also have specific objectives to evaluate, focusing on relationship management rather than superiority.
Apart from the managed induction process, "Conflict Management/Group Behavior" is a significant issue that requires detailed attention, time, effort, and proper training. Here are some suitable documents that may offer quick assistance to the newly inducted manager. It is crucial to openly support the newly inducted manager in managing the team effectively without causing emotional harm to their subordinates.
Regards,
Vilas
Experienced IT Expert
From India, Pune
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Induction of an existing person into a new supervisory role in the same team is not only challenging but also difficult, yet not impossible. It must be handled in a subtle manner. The process of this kind of induction should be properly designed, planned, and executed in a timely manner - it should not take over a month. Ideally, it should begin even before the selected person and their colleagues are aware that this change is going to happen. The leader should be given a role to play, and the followers should also have specific objectives to evaluate, focusing on relationship management rather than superiority.
Apart from the managed induction process, "Conflict Management/Group Behavior" is a significant issue that requires detailed attention, time, effort, and proper training. Here are some suitable documents that may offer quick assistance to the newly inducted manager. It is crucial to openly support the newly inducted manager in managing the team effectively without causing emotional harm to their subordinates.
Regards,
Vilas
Experienced IT Expert
From India, Pune
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This is quite a common happening when you promote one salesperson out of a group, and the one becomes the leader of the group. Mostly when other group members are also of similar experience, they refuse to accept the new person as a leader. Probably the new sales manager was not properly trained before assigning him the new job. You must train the new sales manager first and make him aware that he can expect such behavior from his colleagues. They are still seeing him as a colleague with whom they have worked as equals. The new sales manager's first job is to establish his leadership in the team, win the confidence and trust of his team members, and then he will be able to get the job done as per his requirements. The answer is to train, train, and train new sales managers before promotion.
Regards, Amar Bir Singh
From India, New delhi
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Regards, Amar Bir Singh
From India, New delhi
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Dear Divya,
The matter may be resolved by letting both of them talk it out with each other in a closed room. The goal is to resolve the interpersonal issue and focus on sales. The company needs both. Initially, they may not agree to the proposal. But in the interest of the company, they would. The result is always amazing! Differences will be accepted and appreciated! That is what makes organizations and synergies to build upon. Give it a try!
Regards,
Dr. Prakash
From India, Mumbai
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The matter may be resolved by letting both of them talk it out with each other in a closed room. The goal is to resolve the interpersonal issue and focus on sales. The company needs both. Initially, they may not agree to the proposal. But in the interest of the company, they would. The result is always amazing! Differences will be accepted and appreciated! That is what makes organizations and synergies to build upon. Give it a try!
Regards,
Dr. Prakash
From India, Mumbai
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I feel you have only two choices before you in a given situation: choose the right one by analyzing both short-term and long-term consequences.
Put your foot down and tell the Sales Executive that we have taken note of your grievance. We have talked and counseled the Sales Manager, but you will continue to report to the Sales Manager and be a cohesive member of the Sales Team. As an organization, we cannot keep you away from the sales team, and you will have to report to the Sales Manager.
Make the Sales Executive report to someone else if it is possible.
Dear Bhaskar,
Thanks for your response. I have already spoken to both the people, but I have never seen the Sales Manager behave in an improper way with anyone. He is a person who wants everyone to come up in their career, and he is a very good mentor and motivator. His other team members have a good regard for him as well. I tried to talk to the Sales executive, but he is adamant about his decision not to report to the Sales Manager. My management doesn't want to lose him, so we cannot take any harsh decision.
Regards,
Divya
From India, Pune
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Put your foot down and tell the Sales Executive that we have taken note of your grievance. We have talked and counseled the Sales Manager, but you will continue to report to the Sales Manager and be a cohesive member of the Sales Team. As an organization, we cannot keep you away from the sales team, and you will have to report to the Sales Manager.
Make the Sales Executive report to someone else if it is possible.
Dear Bhaskar,
Thanks for your response. I have already spoken to both the people, but I have never seen the Sales Manager behave in an improper way with anyone. He is a person who wants everyone to come up in their career, and he is a very good mentor and motivator. His other team members have a good regard for him as well. I tried to talk to the Sales executive, but he is adamant about his decision not to report to the Sales Manager. My management doesn't want to lose him, so we cannot take any harsh decision.
Regards,
Divya
From India, Pune
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