Two months ago I started a new job as sales manager. I have three direct reports who for the last nine months reported directly to the VP of sales. From the outset I was taken aback by the arrogance of the whole team who made it clear that they got rid of the last sales manager as he asked them for forecasts and other reports that they were not prepared to do. The team is doing very well and over achieving their targets but they are actively excluding me from what is going on within their business and — surprise surprise — going straight to the VP. I know I can add value to what they are doing but it makes it very difficult as it feels like I am pulling teeth or holding an interrogation session just to get an update. Sure, I get their forecasts and reports but with such scant information that it is of little use to me or the business. I have managed sales teams for years but I have never experienced this kind of hostility and would be grateful for any help you can offer.
The Team Doc Says…
You have two distinct problems here. 1) Your team and 2) Your VP. Let’s tackle them one at a time.
1. We’ll start with your VP. This person is enabling the behavior you described from your sales team. Since the VP allows these team members to go around you and interact directly without you involved, it’s no wonder these guys feel they already have you half way out the door. So your first step is to nip that problem in the bud by having a discussion with the VP. You need to plan this discussion and talk about why this person brought you on board and how the issue with your team members can be resolved. Sit down and think about why the VP brought you into the organization. These will be your talking points. You will begin this discussion with, “I need your help…” and should end with “I appreciate your support in helping me onboard into this role and know that together we can all be successful.” Get some agreement about what will happen when one of your team members go directly to the VP. He should send them right back to you. Once you’ve had the initial discussion, it may take some reinforcement on your part. What you want to do is make sure you are the channel to the VP.
2. Now let’s talk about your team. It’s high time you met with each of these team members individually. Your discussion should focus on three main areas — 1) What success looks like to that team member, 2) What barriers you can help remove, and 3) We’re all in this together. You should find when you separate the team members into individual discussions that it’s probably one of them that is instigating the situation. You’ll need to deal with those behaviors directly. Get agreement on what each team member will provide to you and when it will be provided. And set up some type of loop for accountability — identify what will happen if they (or you!) don’t hold up their end of the bargain.
Try these tactics and let me know how they work out for you. Does anyone else have additional suggestions? Please leave a comment.
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