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Oct

05

Don’t Let a Champion Get Away

Posted by : Ben | On : October 5, 2011

Category: Editorials, Management

Tags:, , , , ,

championIn order to soar in your market, recruit people whose remarkable strengths far exceed any minor lacking skills.

Recently I had occasion to review a 1992 paperback classic, “Soar With Your Strengths” by Clifton & Nelson. The premise is that successful teams and companies should be willing to draft, recruit, hire or promote ladies and gentlemen who have extraordinary talents and proven skills; then it’s essential that senior leadership makes certain these strengths are used to the max.

Now, let’s relate the soaring with strengths concept to the real world challenges faced by dealers and their supplier partners. I like the remarks made by the Chinese ping-pong team coach after his team dominated the 1984 Olympics:

“We practice eight hours a day perfecting our strengths… if you develop your strengths to the maximum, the strength becomes so great it overwhelms the weaknesses. Our winning player (best in the world) you see, plays only his forehand. Even though he cannot play backhand, and his competitor knows he cannot play backhand, his forehand is so invincible that it cannot be beaten.”

The point is to focus on, nourish and reward personal strengths and place especially gifted champions in positions where their weaknesses (yes they’ll have some) can be managed or delegated for the success of the company and the person, resulting in a clear win-win. Certainly, every GM or CEO relishes the notion of having superstar impact players in all key roles. However, in lean times most supervisors and managers must be multitalented and capable of wearing many hats so the enterprise can survive.

And no GM wants to settle for mediocre middle managers, but perhaps he or she can afford one or two people with extraordinary skills in one area, say selling, even if they have obvious shortcomings, like report writing or detail documentation.

Many will recall the comic graphic of an “OSHA Cowboy.” He and his horse were so laden with safety devices that he was incapable of riding and roping. Likewise, hiring authorities can easily go overboard by designing a list of hiring criteria that looks quite impressive on paper but contains some relatively unimportant requirements that may eliminate the highly talented person your distributorship badly needs.

Sift Talent from Trivia

For over 30 years our executive search firm has helped distributor and manufacturer clients develop detailed position specifications. These are key because they establish the hiring process bull’s-eye and foundation for every search. However, we often see “nice but really not relevant” requirements.

For example, many CEOs lack college degrees; so is it logical to eliminate potential service or parts manager candidates who lack the sheepskin credential? Is it wise to eliminate “water-walking” sales applicants because they dislike report writing? Finally, does it make sense to insist that a new product support vice president has a past history as a mechanic and can disassemble a transmission or torque converter? (Especially since today’s product support executives must be strong in general management areas including: parts and service marketing, business savvy, people skills, problem solving, motivation, P&L management, and communications.)

Finally, we offer these tips to help your dealership soar with the strengths of your associates:

  • Assess your organization chart to determine if you can make good use of one or two special performers, whose uncommon strengths and talents would make your business more successful.
  • Develop realistic position specs that eliminate requirements for nice but non-essentials to avoid turning off potential impact players. (E-mail us for a complimentary position spec template.)
  • Selectively recruit the “eagles.” Make sure you and the new hires address their weaknesses and have a plan to provide support so he/she can focus heavily on their (“forehand”) strengths.
  • Provide a culture that encourages people to make their strengths even stronger.
  • Provide training to overcome glaring shortcomings while taking care to prevent him or her from losing heart.
  • Encourage your people to soar with their God-given strengths and enjoy the journey.

Sep

28

When Times Are Tough, What Kind of Manager Should You Seek?

Posted by : Ben | On : September 28, 2011

Category: Editorials, Management

Tags:, , , , ,


Editor’s Note: While this article was written a number of years ago, when the economy was certainly different than it is today in 2011, it is still relevant. Enjoy, and read on.

The equipment industry, like the US economy in general, has been enjoying several strong business years. As we edit this article for MHEDA, we hope the good times will continue. However, in the event that we face another down cycle, these hiring nuggets may be very helpful. In fact, they can serve employers well in all seasons.

Why should a distributor executive give a minute’s thought to hiring someone in tough times? Consider the following:

  1. You have a responsibility to shareholders, employees and customers so that the company survives and emerges as a profitable, viable organization. You have an obligation to provide managers who can perpetuate the business for the next 10, 20 or 30 years.
  2. “Tough managers” must be willing to work hard and earn less, in a down cycle. Some wear two or three hats due to the reduction in head count.
  3. When a manager joins in tough times, he or she learns the real ins and outs of the business and gains the respect of others. They demonstrate the ability to perform when the chips are down
  4. You’ll show customers and suppliers you are planning beyond tomorrow.
  5. Adding a person with proven expertise in an area that is missing from your current managerial mix could enable the company to make a strategic leap into a new market or niche such as rental, new product lines, used parts, service contracts or innovative lease/finance programs.

If you are going to hire someone, be prepared to share the current status of the dealership and your expectations with potential candidates. Also, prepare a list of desirable characteristics for an executive who would be capable of enduring and performing well during tough times.

Ask yourself these questions about potential new managers:

(Q) Does this person grasp the “big picture?”

(A) This means a manager who can step in and see what the company really does, where it is going, and how to help it get there. One who would not get bogged down in organizational charts, red tape or other negatives.

(Q) Does this person have raw intelligence or “smarts?”

(A) Not necessarily a degree but, rather, good common sense mixed with good business sense. People who are still striving to learn all they can about new techniques to improve the business and new ways to market products and services. If a manager is not doing outside business reading in his field, additional schooling, etc., then he or she will get out of date fast.

(Q) Is this individual a “people person?” 

(A) Participative management is an MBA buzzword from the 1980′s. It simply refers to managers who realize they actually gain power by sharing power. They understand their people can make great contributions. The people manager recognizes that the old “X” theory or autocratic management style, where a manager assumes the worst about people, will not get the job done.

(Q) Is this person energetic? 

(A) In tough times the manager needs to be able to maintain a special energy level and high concentration. Evenings and weekends are often required. Good physical and mental conditioning is necessary.

(Q) Can this person react to priorities?

(A) The effective manager has the ability to pick out a few key opportunity areas then apply his or her best efforts with positive results.

(Q) Is this person financially savvy?

(A) Tough times to most folks means low or no profits. It is essential that managers be aware of financial relationships. They need to think of opportunities and alternative solutions in terms of how they affect the company’s cash flow, flexibility and impact on financial statements.

(Q) Is this person committed and hands-on?

(A) Tough times demand leaders who will not accept repeated losses as acceptable; managers who are willing to travel and to join the competitive battle with their people. They need to accurately assess competition and react accordingly.

(Q) Is this person tough-minded?

(A) When cutbacks have to be made, special requests denied or pay reduced, can this person do his or her job and be part of the program?

In conclusion, we encourage hiring authorities to carefully consider these elements when developing a position spec for a management role, and to look diligently for these during the selection process.

Dec

14

Don’t Let a Champion Get Away

Posted by : Ben | On : December 14, 2010

Category: Editorials, Management, Recruiting & Hiring

Tags:, , ,

In order to soar in your market, recruit people whose remarkable strengths far exceed any minor lacking skills.

Recently I had occasion to review a 1992 paperback classic, “Soar With Your Strengths” by Clifton & Nelson. The premise is that successful teams and companies should be willing to draft, recruit, hire or promote ladies and gentlemen who have extraordinary talents and proven skills; then it’s essential that senior leadership makes certain these strengths are used to the max.

Now, let’s relate the soaring with strengths concept to the real world challenges faced by AED dealers and their supplier partners.

I like the remarks made by the Chinese ping-pong team coach after his team dominated the 1984 Olympics. “We practice eight hours a day perfecting our strengths… if you develop your strengths to the maximum, the strength becomes so great it overwhelms the weaknesses. Our winning player (best in the world) you see, plays only his forehand. Even though he cannot play backhand, and his competitor knows he cannot play backhand, his forehand is so invincible that it cannot be beaten.”

The point is to focus on, nourish and reward personal strengths and place especially gifted champions in positions where their weaknesses (yes they’ll have some) can be managed or delegated for the success of the company and the person, resulting in a clear win-win. Certainly, every GM or CEO relishes the notion of having superstar impact players in all key roles. However, in lean times most supervisors and managers must be multitalented and capable of wearing many hats so the enterprise can survive. And no GM wants to settle for mediocre middle managers, but perhaps he or she can afford one or two people with extraordinary skills in one area, say selling, even if they have obvious shortcomings, like report writing or detail documentation.

Many will recall the comic graphic of an “OSHA Cowboy.” He and his horse were so laden with safety devices that he was incapable of riding and roping. Likewise, hiring authorities can easily go overboard by designing a list of hiring criteria that looks quite impressive on paper but contains some relatively unimportant requirements that may eliminate the highly talented person your distributorship badly needs.

Sift Talent from Trivia

For 30 years our executive search firm has helped distributor and manufacturer clients develop detailed position specifications. These are key because they establish the hiring process bull’s-eye and foundation for every search. However, we often see “nice but really not relevant” requirements. For example, many CEOs lack college degrees; so is it logical to eliminate potential service or parts manager candidates who lack the sheepskin credential? Is it wise to eliminate “water-walking” sales applicants because they dislike report writing? Finally, does it make sense to insist that a new product support vice president has a past history as a mechanic and can disassemble a transmission or torque converter? (Especially since today’s product support executives must be strong in general management areas including: parts and service marketing, business savvy, people skills, problem solving, motivation, P&L management, and communications.)

Finally, we offer these tips to help your dealership soar with the strengths of your associates:

  • Assess your organization chart to determine if you can make good use of one or two special performers, whose uncommon strengths and talents would make your business more successful.
  • Develop realistic position specs that eliminate requirements for nice but non-essentials to avoid turning off potential impact players. (E-mail us for a complimentary position spec template.)
  • Selectively recruit the “eagles.” Make sure you and the new hires address their weaknesses and have a plan to provide support so he/she can focus heavily on their (“forehand”) strengths.
  • Provide a culture that encourages people to make their strengths even stronger.
  • Provide training to overcome glaring shortcomings while taking care to prevent him or her from losing heart.
  • Encourage your people to soar with their God-given strengths and enjoy the journey.

Mar

19

Right Sizing In “Challenging Times”

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

We will all agree that 2008 and 2009 will be aptly described as “challenging times”. Let’s consider some appropriate HR moves aimed at rightsizing a company (dealer or manufacturer) so they are positioned for long-term sustainability.

Read the full article here.
First Published November 2008

Mar

19

Promotion Pitfalls – Sales to Management

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

Since many successful dealer executives, as well as a host of effective sales and branch managers, started as sales representatives, there are obviously techniques that will enhance the odds of successful promotions.

Read the full article here.
First Published January 2008

Mar

19

Management Needs in Today’s Rental Industry

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

(Q) What type of question would your firm ask of a rental management candidate or one
of their references?

(A) “Brian, we start each of our executive search assignments with a day’s visit at our client’s
location. The primary purpose is to develop a complete position specification and detail document. This is a whole lot more than a job description. We outline: the job, desired qualifications, corporate culture, performance objectives and a lot more. This may seem like a digression from your question but you’d be amazed at how many senior level hiring efforts are launched without a decent outline of what is really being sought. We feel that both interview and reference questions should be driven by the position spec. Our premise is that the best indicator of future success is past performance. Therefore, many of our questions relate to situations in the candidate’s past which are relevant to the new position.”

Read the full article here.
First Published December 1999

Mar

19

When Times Are Tough, What Kind of Manager Should You Seek?

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

Why should a distributor executive give a minute’s thought to hiring someone in tough times? Consider the following:

1. You have a responsibility to shareholders, employees and customers so that the company survives and emerges as a profitable, viable organization. You have an obligation to provide managers who can perpetuate the business for the next 10, 20 or 30 years.

2. “Tough managers” must be willing to work hard and earn less, in a down cycle. Some wear two or three hats due to the reduction in head count.

3. When a manager joins in tough times, he or she learns the real ins and outs of the business and gains the respect of others. They demonstrate the ability to perform when the chips are down.

Read the full article here.
First Published September 1999

Mar

19

Branch Managers: All Purpose Leaders

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

Branch Managers may be best described as an AED Distributor’s equivalent of a utility infielder or an all purpose running back. At AED’s request, Jordan-Sitter Associates surveyed a broad sample of US & Canadian distributor executives to gain valuable insight into this pivotal role. We thank our survey panel and will use their responses to benefit the readership.

Read the full article here.
First Published December 1999

Mar

19

What’s Lacking in 21st Century Managment Skills?

Posted by : Ben | On : March 19, 2009

Category: Editorials, Management

Tags:,

Equipment distributors face a monumental problem when challenged with the need to fill supervisory and mid-management positions. All too often key management skills are woefully lacking in both internal and external candidates.

Jordan Sitter Associates (JSA) has explored this topic, and we want to provide solutions to the challenge of staffing a distributor’s or manufacturer’s leadership team for the new millennium.

Read the full article here.
First Published September 1999