How To Go From Entry Level Manager To Mid Level Manager In 6 Months
How To Go From Entry Level Manager To Mid Level Manager In 6 Months
1) The essence of managing
2) Re-engineer yourself to be a manager
3) How to go from employee to supervisor in 6 months
4) How to go from supervisor to entry level manager in 6 months
5) How to go from entry level manager to mid level manage in 6 months
6) How to go from mid level manager to top-level manager in 12 months
How to go from entry-level-manager to mid-level-manager in six months
The only way you can step-up from entry-level manager to mid-level manager is through performance.
As entry-level manager you are expected to perform based on your company’s expected performance standards. If you meet these standards, you will stay an entry-level manager, only if you exceed these standards you can step-up to the mid-level management position (though not necessarily in the same company).
1. Your performance is measured by the output of your department.
2. You do a good job when your department’s output is above expectations.
3. You do a fair job if your department’s output is on par with expectations.
4. You do a poor job if your department’s output is below expectations.
To go from entry-level manager to mid-level manager in six months, you must exceed all expected performance standards, and you don’t have a lot of time to do it.
Here is how:
1. Determine expected performance standards for your subordinates and department.
a. Performance standards are used to measure the effectiveness of a person or group. You must know what the standards of your subordinates are and, most importantly, how they are measured. Many companies measure performances subjectively rather than objectively, which often creates a problem with employees when you evaluate them. Standards must be clearly identified, understood, and agreed to by all subordinates. If there are no standards for performance, develop them before you do anything else.
b. Read a book on PERFORMANCE STANDARDS
2. Motivate your subordinates to improve their performance.
a. Motivating employees is often a difficult task, which requires a great deal of understanding and compassion. To motivate subordinates is the very essence of managing. Of course as a new manager, the job is doubly difficult because they don’t know you and possibly don’t trust you. Trust and respect must be earned as soon as possible or you will not succeed in motivating your subordinates.
Read A book on: MOTIVATION AND PRODUCTIVITY
3. Work on your communications skills with subordinates.
a. Communication is the key to great management. When you know how to communicate effectively you can accomplish almost anything.
b. Become a good communicator; it will make you a more effective manager.
Read a book on COMMUNICATING
4. Evaluate the performance of your subordinates.
a. Evaluations are more often than not based on emotions rather than performance standards. Don’t evaluate your subordinates based on how much you “think” they produce, know what they produce.
Read a book on PERFORMANCE EVALUATION
5. Identify actual and potential productivity problems.
a. Part of your job as a manager is to identify productivity problems (issues). This is extremely important because your performance is judged based on the productivity (output) of your subordinates.
b. You can only identify productivity problems if you have productivity standards. Only when you know what the expected output is can you judge if there is a problem.
6. Improve productivity to exceed expected performance standards.
a. You can improve productivity once you now what the standards are, and what motivates your subordinates.
Your twelve step program
from entry-level manager to mid-level manager in 6 month
Step #1 Get to know the your company and its culture. Month #1
Step #2 Your position in the company. Month #1
Step #3 Your responsibilities. Month #1
Step #4 Your authorities. Month #1
Step #5 Is this company really for you? Month #1
Step #6 Make improvements. Month #2
Step #7 Know your manager’s job. Month #3
Step #8 Rate your manager’s skills Month #3
Step #9 Your manager’s strength/weaknesses Month #3
Step #10 Prepare and mail your broadcast letters. Month #4
Step #11 Get ready for your job interviews. Month #5
Step #12 Interview for your next job. Month #6
Step #1 Get to know the your company and its culture.
Make this your first priority; take a tour of the entire company, not just your department.
You see the company for the first time, from the vantage point of an “outsider”. You see things now (for the first time) you will not see after you have been there one week.
What is your first impression of the company?
1. General impression.
2. What are the employees like?
3. What are the managers like?
4. What is the general condition of the equipment?
5. Are people friendly, tense, do they greet each other, do they seem happy or stressed?
Write down your first impression and refer back to your notes after four weeks when you decide if this is the right company for you or not.
Step #2 Your position in the company.
This is important because you need to see the whole picture, not just your part of it. Your part is your department and your job as an entry-level manager; the whole picture is all the different departments and all the different jobs in the company.
1. Find out how you and your department fit-in.
2. How does your department affect other departments?
3. What other departments affect your department?
4. What is the value of your department to the company’s sales, profits, and overall economic well-being?
Familiarize yourself with your job as entry-level manager.
1. Where are you on the organization chart?
2. Who is above your position and beneath your position?
3. What is the value of your position to the company?
4. How do other managers receive you, treat you, or respect you?
5. Keep a daily log of all you experiences.
6. Manage your time.
Time management is essential for your survival as entry-level manager, so be aware of your use of time.
Read a book on TIME MANAGEMENT
Step #3 Your responsibilities.
As entry-level managers you have many responsibilities, some are clearly defined in writing, some are implied and not in writing. You need to be very clear about the implied responsibilities, if you are not; it could backfire when your interpretation varies from your superior manager’s interpretation.
Make sure you know:
1. What you are responsible for (be specific).
2. Why you are responsible for it.
Only when you understand your responsibilities can you fully understand your job with all its implication.
Step #4 Your authorities.
The kind of authorities you have, as entry-level manager, depends entirely on the company and the industry you are working in. In general, the larger companies have many authorities outlined in their job descriptions. Smaller companies however, often don’t have authorities outlined in their job descriptions.
If your authorities are not clearly defined, you need to identify them as soon as possible. When you have all your authorities identified, make sure your superior manger is in agreement with you.
You could come across a situation where your superior manager (mid-level manager) does not want to give up control and prefers to have you (entry-level manager) take on a more subservient role (with little or no authority)
If you don’t have your authorities clearly defined (in writing) you are setting yourself up to fail. You are setting yourself up to fail because you won’t be able to meet, or exceed, your expected performance (to list on your resume later).
If you want to make improvements, you need clearly defined authorities.
My point is, make sure you, and your superior manger, have an understanding (in writing) what your
authorities are.
Note:
Never stay with a company where you only have responsibilities and no authorities.
Step #5 Is this company really for you?
1. Will your superior manager let you make improvements?
2. Will you be allowed to manage (or lead)?
3. Is your superior manager open minded enough to let you implement improvements?
If the answers are no, think about moving on and review some of the other job offers.
Cut your losses early; don’t wait more than four weeks before you know if this is the right company for you.
The key to your next self-promotion is not to get stuck in a job that does not give you the opportunity to manage.
The longer you stay with a job the more entrenched you get. After a few months, it will become impossible for you to leave. Not that this is a bad thing; it is just that this is not what you are trying to do.
However, never leave a job because you feel is too difficult for you. Learn to cherish challenges because they will give the best experience and look great on your resume. The job of an entry-level manager is always a challenge, master it and you will be ready to move on to your next job (mid-level manager).
Step #6 Make improvements.
Performance is the key to your next self-promotion. You know what is expected of you, your department, and each subordinate; you next goal is to improve your expected performance output.
This is not as difficult as it sounds; management consultants have been doing this for over 80 years and so can you. I’ll show you how they do it in the chapter MAKING IMPROVEMENTS.
I can’t stress enough how important this is for your career. Performance is everything, well almost everything. Your next self-promotion depends on your performance record (what looks good on your resume).
Step #7 Know your manager’s job.
You need to know your superior manager’s job because that is what you will be doing next (with a different and smaller company).
A good way to get to know your manager’s job is through his/her job description. Some companies post different job descriptions on the company intranet. Some companies make all job descriptions available through the human resource department. A few however keep it a big secret and don’t want you to know what the different managers’ responsibilities are.
Your goal is to obtain a copy of your superior manager’s job description and familiarize yourself with the job to the point where you can do the job, in theory at least; in practice comes later.
Determine his/her responsibilities and authorities, so you can prepare yourself for that job without wasting a lot of time. The key to learning how to manage more effectively is through the understanding of responsibilities and authorities.
If you are unable to get your superior manager’s job description, you need to create one.
It won’t be a perfect match, but at least it will give you something to work with.
Step #8 Rate your manager’s skills
To rate the skills of a mid-level manager is not always an easy task. It is not easy, because some mid-level mangers are not very accessible, even hide behind “closed doors”. The entry-level management position is probably the most demanding management position in a company. It is demanding because the entry-level manager is between the proverbial “rock and a hard place”. On one side, there is top-level management pushing for more sales and profit, and on the other side, there are supervisors and entry-level managers who are pushing for higher wages and better working conditions. As a result of this many mid-level mangers will isolate themselves from subordinate managers (like yourself), making it difficult for you to rate your manager’s skills.
Step #9 Your manager’s strength/weaknesses
The strengths and weaknesses of a mid-level manager impact not just subordinate managers but the entire company. This position cannot afford weaknesses because it could have catastrophic effects on the company’s future.
Top-level management (president or CEO) depends on this position for making decisions affecting the company’s future. Supervisors and entry-level management depends on this position for guidance.
Step #10 Prepare and mail your broadcast letters.
This will be a difficult position to leave because you worked hard to get to this point and now you are moving on. Let me put it this way, if you do not move on you will be stuck in this position for a long time. The longer you wait the more difficult it will be for you to make the transition. Six months is not enough time to get entrenched, but it is enough time to learn what you need to learn and move on to your next position (mid-level manager).
Most managers stay many years, sometimes their entire careers, in the same position. The only hope they have to get promoted from within could take years, if ever. So, don’t get complacent, review your job strategy and start writing you broadcast letter.
Step #11 Get ready for your job interviews.
Line-up your references.
Most companies require references before they hire you, so be prepared to have several references available. It is a good idea to have two references, one character reference (preferably a professional person), and one reference to vouch for your accomplishments (listed on your resume and broadcast letter). Let your references know what you are doing, but only after you have a job interview lined up. Let them read your broadcast letter, or at least brief them on what they might be asked.
This is an important part of your career plan and should be carefully considered. Choose your references well and have at least one back-up reference for character and for accomplishments.
Before you agree to an interview, make sure the company is right for you.
Step #12 Interview for your next job.
You should have at least two interviews for this month. Do not accept the first offer, go on several interviews, and select the best company for your purpose. This company might be a “dive” but it suits your purpose (you’ll learn what you need to learn in the shortest time possible). Always select the company for what it can do for your career and remember you’ll be there only for a short period of time.
Read a book on JOB INTERVIEWS
Month # 7
What you need to accomplish this month:
Step #1 Get to know the company and its culture.
Step #2 Your position in the company.
Step #3 Your responsibilities.
Step #4 Your authorities.
Step #5 Is this company really for you?
Your weekly schedule
Schedule for week #1
Step #1 Get to know the company and its culture.
Your first week as entry-level manager will be filled with meeting people and people meeting you. This is important because first impressions will set the tone of your relationship with the other managers and subordinates.
Read a book on MAKING A GOOD FIRST IMPRESSION
Step #2 Your position in the company.
As entry-level manager, your position in the company’s hierarchy should be obvious and clearly identifiable on the organization chart.
If that is not the case (you can’t find your position on the organization chart), find out why you are not on the chart. It could be simply the company’s organization chart needs updating (make sure that it gets done ASAP)
Schedule for week #2
Step #3 Your responsibilities.
Check your job description and make a list of all your responsibilities. Next list expected performance standards (your responsibility) by department, and individual subordinate. Go over the list with your superior manager to make sure you have not overlooked anything, and to let him/her know that you are taking your responsibilities seriously.
Schedule for week # 3
Step #4 Your authorities.
With your responsibilities clearly identified, your authorities should have only one purpose and that is to effectively meet your responsibilities.
Review each responsibility and identify the required authority for that responsibility. If you have the required authority make sure it is in writing. If you don’t have the required authority get it or you’ll fail in fulfilling your responsibility.
Schedule for week # 4
Step #5 Is this company really for you?
Step back a little and go over your notes (your daily log); ask yourself if this is the company for you. Can you gain the necessary experience for your next self-promotion to top-level manager?
If you can’t (gain the experience), get out now or you will be “stuck” in this position for a long time. Not that it is a bad thing, it is just not what you set out to accomplish when you started this program.
Staying in mid-level management could be very rewarding if it is the right company. Don’t worry about it too much, when the times comes to promote yourself you’ll know it, just decide for now if this is the right company for you or not.
Month #8
What you need to accomplish this month:
Step #6 Make improvements.
Your weekly schedule
Schedule for week #1 through # 4
Step #6 Make improvements.
For each week, select at least one improvement. Each improvement must meet the following guidelines:
1. Save time
a. In business time translates into Dollars.
b. If you can reduce the time something takes, you increase profits.
2. Improve productivity
a. Produce more without increasing labor or equipment.
b. Produce more without sacrificing quality
3. Impact morale and/or communication
a. Improve morale and communication and you will increase productivity.
b. There is a direct correlation between morale/communication and productivity
4. Increase net/gross profits
a. Every improvement must be quantifiable in terms of Dollar savings.
b. Annualize your estimated savings for effect.
5. Mare sure it will look great on your resume
a. What you accomplish as an entry-level manager will get you your next promotion to mid-level manager (different company though).
b. Keep track of all your proposed and implemented improvements for your resume and broadcast letter.
Month #9
What you need to accomplish this month:
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Your manager’s strength/weaknesses
Your weekly schedule
Schedule for week #1 and # 2
Step #7 Know your manager’s job.
Familiarize yourself with your superior manger’s job.
Prepare a list of your manager’s responsibilities.
1. Start with some basic responsibilities like budgeting, productivity, advertising, sales/production quotas etc.
What is expected of the position and why it is expected.
1. Is responsible for departmental budgeting
a. Because the budget is tied to departmental incentives.
2. Is responsible for productivity (output).
a. Because the manager’s bonus is based on meeting or exceeding productivity expectations.
3. Is responsible for advertising.
a. All managers are not to exceed their advertising budget (company policy)
4. Is responsible for sales/production quotas.
a. Because the success of the company depends on sales/production performance.
You need to understand each responsibly.
1. Understand the essence of each responsibility, how it is an integral part of the whole company.
a. This will give you an appreciation and respect for this position.
Schedule for week #3
Step #8 Rate your manager’s skills
In rating your manager’s skills, you will get a better understanding of the position. It will also help you prepare yourself for your next self-promotion to mid-level manager (in a different company though).
Schedule for week #4
Step #9 Your manager’s strength/weaknesses
After you rated your manager’s skills, you can now see clearly your manager’s strengths and weaknesses. This will further prepare you for your next self-promotion to mid-level manager.
Month #10
What you need to accomplish this month:
Step #10 Prepare and mail your broadcast letters.
Your weekly schedule
Schedule for week #1 to # 4
Step #10 Prepare and mail your broadcast letters.
You should have already selected the 200+ companies you plan to mail your broadcast letter to (if not do so now).
When you write your broadcast letter make sure it fits the position of a mid-level manager. This letter must be perfect or you will not get the desired results.
Month #11
What you need to accomplish this month:
Step #11 Get ready for your job interviews.
Your weekly schedule
Schedule for week #1 to # 4
Step #11 Get ready for your job interviews.
Line-up several references
1. References are people who are willing to vouch for you, the person, and your accomplishments. This is important because you are making claims in your broadcast letter and resume that require confirmation.
2. Since you can’t talk about what you are doing (getting another job), make sure certain people know of your accomplishments. When the time comes ask them if you can use them as a reference.
Get ready for your first interview.
1. Know the company you are interviewing with.
a. When you get a request for an interview do a thorough check on the company before you meet with them.
2. Know your questions to ask.
a. Prepare a list of questions to ask before you have the interview.
3. Know your answers.
a. Practice answering questions so you don’t get “tong tight” during the interview.
Month #12
What you need to accomplish this month:
Step #12 Interview for your next job.
Your weekly schedule
Schedule for week #1 to # 4
Step #12 Interview for your next job.
Post mortem.
1. After you had your first interview do a “post mortem” on your interview to determine what you could have done better and what you think you need to change the next time.
Make a good last impression
2. Once you have accepted your new job, give at least two weeks notice.
a. Use that time to make a very good impression so you can always come back.
b. Never close a door.
c. Make improvements until the very last day.
d. When you leave this company, they will not forget you soon.
How To Go From Entry Level Manager To Mid Level Manager In 6 Months - To learn more about this author, visit MIchael Otto's Website.
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These articles come in a six part series:
1) The essence of managing
2) Re-engineer yourself to be a manager
3) How to go from employee to supervisor in 6 months
4) How to go from supervisor to entry level manager in 6 months
5) How to go from entry level manager to mid level manage in 6 months
6) How to go from mid level manager to top-level manager in 12 months
How to go from entry-level-manager to mid-level-manager in six months
The only way you can step-up from entry-level manager to mid-level manager is through performance.
As entry-level manager you are expected to perform based on your company’s expected performance standards. If you meet these standards, you will stay an entry-level manager, only if you exceed these standards you can step-up to the mid-level management position (though not necessarily in the same company).
1. Your performance is measured by the output of your department.
2. You do a good job when your department’s output is above expectations.
3. You do a fair job if your department’s output is on par with expectations.
4. You do a poor job if your department’s output is below expectations.
To go from entry-level manager to mid-level manager in six months, you must exceed all expected performance standards, and you don’t have a lot of time to do it.
Here is how:
1. Determine expected performance standards for your subordinates and department.
a. Performance standards are used to measure the effectiveness of a person or group. You must know what the standards of your subordinates are and, most importantly, how they are measured. Many companies measure performances subjectively rather than objectively, which often creates a problem with employees when you evaluate them. Standards must be clearly identified, understood, and agreed to by all subordinates. If there are no standards for performance, develop them before you do anything else.
b. Read a book on PERFORMANCE STANDARDS
2. Motivate your subordinates to improve their performance.
a. Motivating employees is often a difficult task, which requires a great deal of understanding and compassion. To motivate subordinates is the very essence of managing. Of course as a new manager, the job is doubly difficult because they don’t know you and possibly don’t trust you. Trust and respect must be earned as soon as possible or you will not succeed in motivating your subordinates.
Read A book on: MOTIVATION AND PRODUCTIVITY
3. Work on your communications skills with subordinates.
a. Communication is the key to great management. When you know how to communicate effectively you can accomplish almost anything.
b. Become a good communicator; it will make you a more effective manager.
Read a book on COMMUNICATING
4. Evaluate the performance of your subordinates.
a. Evaluations are more often than not based on emotions rather than performance standards. Don’t evaluate your subordinates based on how much you “think” they produce, know what they produce.
Read a book on PERFORMANCE EVALUATION
5. Identify actual and potential productivity problems.
a. Part of your job as a manager is to identify productivity problems (issues). This is extremely important because your performance is judged based on the productivity (output) of your subordinates.
b. You can only identify productivity problems if you have productivity standards. Only when you know what the expected output is can you judge if there is a problem.
6. Improve productivity to exceed expected performance standards.
a. You can improve productivity once you now what the standards are, and what motivates your subordinates.
Your twelve step program
from entry-level manager to mid-level manager in 6 month
Step #1 Get to know the your company and its culture. Month #1
Step #2 Your position in the company. Month #1
Step #3 Your responsibilities. Month #1
Step #4 Your authorities. Month #1
Step #5 Is this company really for you? Month #1
Step #6 Make improvements. Month #2
Step #7 Know your manager’s job. Month #3
Step #8 Rate your manager’s skills Month #3
Step #9 Your manager’s strength/weaknesses Month #3
Step #10 Prepare and mail your broadcast letters. Month #4
Step #11 Get ready for your job interviews. Month #5
Step #12 Interview for your next job. Month #6
Step #1 Get to know the your company and its culture.
Make this your first priority; take a tour of the entire company, not just your department.
You see the company for the first time, from the vantage point of an “outsider”. You see things now (for the first time) you will not see after you have been there one week.
What is your first impression of the company?
1. General impression.
2. What are the employees like?
3. What are the managers like?
4. What is the general condition of the equipment?
5. Are people friendly, tense, do they greet each other, do they seem happy or stressed?
Write down your first impression and refer back to your notes after four weeks when you decide if this is the right company for you or not.
Step #2 Your position in the company.
This is important because you need to see the whole picture, not just your part of it. Your part is your department and your job as an entry-level manager; the whole picture is all the different departments and all the different jobs in the company.
1. Find out how you and your department fit-in.
2. How does your department affect other departments?
3. What other departments affect your department?
4. What is the value of your department to the company’s sales, profits, and overall economic well-being?
Familiarize yourself with your job as entry-level manager.
1. Where are you on the organization chart?
2. Who is above your position and beneath your position?
3. What is the value of your position to the company?
4. How do other managers receive you, treat you, or respect you?
5. Keep a daily log of all you experiences.
6. Manage your time.
Time management is essential for your survival as entry-level manager, so be aware of your use of time.
Read a book on TIME MANAGEMENT
Step #3 Your responsibilities.
As entry-level managers you have many responsibilities, some are clearly defined in writing, some are implied and not in writing. You need to be very clear about the implied responsibilities, if you are not; it could backfire when your interpretation varies from your superior manager’s interpretation.
Make sure you know:
1. What you are responsible for (be specific).
2. Why you are responsible for it.
Only when you understand your responsibilities can you fully understand your job with all its implication.
Step #4 Your authorities.
The kind of authorities you have, as entry-level manager, depends entirely on the company and the industry you are working in. In general, the larger companies have many authorities outlined in their job descriptions. Smaller companies however, often don’t have authorities outlined in their job descriptions.
If your authorities are not clearly defined, you need to identify them as soon as possible. When you have all your authorities identified, make sure your superior manger is in agreement with you.
You could come across a situation where your superior manager (mid-level manager) does not want to give up control and prefers to have you (entry-level manager) take on a more subservient role (with little or no authority)
If you don’t have your authorities clearly defined (in writing) you are setting yourself up to fail. You are setting yourself up to fail because you won’t be able to meet, or exceed, your expected performance (to list on your resume later).
If you want to make improvements, you need clearly defined authorities.
My point is, make sure you, and your superior manger, have an understanding (in writing) what your
authorities are.
Note:
Never stay with a company where you only have responsibilities and no authorities.
Step #5 Is this company really for you?
1. Will your superior manager let you make improvements?
2. Will you be allowed to manage (or lead)?
3. Is your superior manager open minded enough to let you implement improvements?
If the answers are no, think about moving on and review some of the other job offers.
Cut your losses early; don’t wait more than four weeks before you know if this is the right company for you.
The key to your next self-promotion is not to get stuck in a job that does not give you the opportunity to manage.
The longer you stay with a job the more entrenched you get. After a few months, it will become impossible for you to leave. Not that this is a bad thing; it is just that this is not what you are trying to do.
However, never leave a job because you feel is too difficult for you. Learn to cherish challenges because they will give the best experience and look great on your resume. The job of an entry-level manager is always a challenge, master it and you will be ready to move on to your next job (mid-level manager).
Step #6 Make improvements.
Performance is the key to your next self-promotion. You know what is expected of you, your department, and each subordinate; you next goal is to improve your expected performance output.
This is not as difficult as it sounds; management consultants have been doing this for over 80 years and so can you. I’ll show you how they do it in the chapter MAKING IMPROVEMENTS.
I can’t stress enough how important this is for your career. Performance is everything, well almost everything. Your next self-promotion depends on your performance record (what looks good on your resume).
Step #7 Know your manager’s job.
You need to know your superior manager’s job because that is what you will be doing next (with a different and smaller company).
A good way to get to know your manager’s job is through his/her job description. Some companies post different job descriptions on the company intranet. Some companies make all job descriptions available through the human resource department. A few however keep it a big secret and don’t want you to know what the different managers’ responsibilities are.
Your goal is to obtain a copy of your superior manager’s job description and familiarize yourself with the job to the point where you can do the job, in theory at least; in practice comes later.
Determine his/her responsibilities and authorities, so you can prepare yourself for that job without wasting a lot of time. The key to learning how to manage more effectively is through the understanding of responsibilities and authorities.
If you are unable to get your superior manager’s job description, you need to create one.
It won’t be a perfect match, but at least it will give you something to work with.
Step #8 Rate your manager’s skills
To rate the skills of a mid-level manager is not always an easy task. It is not easy, because some mid-level mangers are not very accessible, even hide behind “closed doors”. The entry-level management position is probably the most demanding management position in a company. It is demanding because the entry-level manager is between the proverbial “rock and a hard place”. On one side, there is top-level management pushing for more sales and profit, and on the other side, there are supervisors and entry-level managers who are pushing for higher wages and better working conditions. As a result of this many mid-level mangers will isolate themselves from subordinate managers (like yourself), making it difficult for you to rate your manager’s skills.
Step #9 Your manager’s strength/weaknesses
The strengths and weaknesses of a mid-level manager impact not just subordinate managers but the entire company. This position cannot afford weaknesses because it could have catastrophic effects on the company’s future.
Top-level management (president or CEO) depends on this position for making decisions affecting the company’s future. Supervisors and entry-level management depends on this position for guidance.
Step #10 Prepare and mail your broadcast letters.
This will be a difficult position to leave because you worked hard to get to this point and now you are moving on. Let me put it this way, if you do not move on you will be stuck in this position for a long time. The longer you wait the more difficult it will be for you to make the transition. Six months is not enough time to get entrenched, but it is enough time to learn what you need to learn and move on to your next position (mid-level manager).
Most managers stay many years, sometimes their entire careers, in the same position. The only hope they have to get promoted from within could take years, if ever. So, don’t get complacent, review your job strategy and start writing you broadcast letter.
Step #11 Get ready for your job interviews.
Line-up your references.
Most companies require references before they hire you, so be prepared to have several references available. It is a good idea to have two references, one character reference (preferably a professional person), and one reference to vouch for your accomplishments (listed on your resume and broadcast letter). Let your references know what you are doing, but only after you have a job interview lined up. Let them read your broadcast letter, or at least brief them on what they might be asked.
This is an important part of your career plan and should be carefully considered. Choose your references well and have at least one back-up reference for character and for accomplishments.
Before you agree to an interview, make sure the company is right for you.
Step #12 Interview for your next job.
You should have at least two interviews for this month. Do not accept the first offer, go on several interviews, and select the best company for your purpose. This company might be a “dive” but it suits your purpose (you’ll learn what you need to learn in the shortest time possible). Always select the company for what it can do for your career and remember you’ll be there only for a short period of time.
Read a book on JOB INTERVIEWS
Month # 7
What you need to accomplish this month:
Step #1 Get to know the company and its culture.
Step #2 Your position in the company.
Step #3 Your responsibilities.
Step #4 Your authorities.
Step #5 Is this company really for you?
Your weekly schedule
Schedule for week #1
Step #1 Get to know the company and its culture.
Your first week as entry-level manager will be filled with meeting people and people meeting you. This is important because first impressions will set the tone of your relationship with the other managers and subordinates.
Read a book on MAKING A GOOD FIRST IMPRESSION
Step #2 Your position in the company.
As entry-level manager, your position in the company’s hierarchy should be obvious and clearly identifiable on the organization chart.
If that is not the case (you can’t find your position on the organization chart), find out why you are not on the chart. It could be simply the company’s organization chart needs updating (make sure that it gets done ASAP)
Schedule for week #2
Step #3 Your responsibilities.
Check your job description and make a list of all your responsibilities. Next list expected performance standards (your responsibility) by department, and individual subordinate. Go over the list with your superior manager to make sure you have not overlooked anything, and to let him/her know that you are taking your responsibilities seriously.
Schedule for week # 3
Step #4 Your authorities.
With your responsibilities clearly identified, your authorities should have only one purpose and that is to effectively meet your responsibilities.
Review each responsibility and identify the required authority for that responsibility. If you have the required authority make sure it is in writing. If you don’t have the required authority get it or you’ll fail in fulfilling your responsibility.
Schedule for week # 4
Step #5 Is this company really for you?
Step back a little and go over your notes (your daily log); ask yourself if this is the company for you. Can you gain the necessary experience for your next self-promotion to top-level manager?
If you can’t (gain the experience), get out now or you will be “stuck” in this position for a long time. Not that it is a bad thing, it is just not what you set out to accomplish when you started this program.
Staying in mid-level management could be very rewarding if it is the right company. Don’t worry about it too much, when the times comes to promote yourself you’ll know it, just decide for now if this is the right company for you or not.
Month #8
What you need to accomplish this month:
Step #6 Make improvements.
Your weekly schedule
Schedule for week #1 through # 4
Step #6 Make improvements.
For each week, select at least one improvement. Each improvement must meet the following guidelines:
1. Save time
a. In business time translates into Dollars.
b. If you can reduce the time something takes, you increase profits.
2. Improve productivity
a. Produce more without increasing labor or equipment.
b. Produce more without sacrificing quality
3. Impact morale and/or communication
a. Improve morale and communication and you will increase productivity.
b. There is a direct correlation between morale/communication and productivity
4. Increase net/gross profits
a. Every improvement must be quantifiable in terms of Dollar savings.
b. Annualize your estimated savings for effect.
5. Mare sure it will look great on your resume
a. What you accomplish as an entry-level manager will get you your next promotion to mid-level manager (different company though).
b. Keep track of all your proposed and implemented improvements for your resume and broadcast letter.
Month #9
What you need to accomplish this month:
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Your manager’s strength/weaknesses
Your weekly schedule
Schedule for week #1 and # 2
Step #7 Know your manager’s job.
Familiarize yourself with your superior manger’s job.
Prepare a list of your manager’s responsibilities.
1. Start with some basic responsibilities like budgeting, productivity, advertising, sales/production quotas etc.
What is expected of the position and why it is expected.
1. Is responsible for departmental budgeting
a. Because the budget is tied to departmental incentives.
2. Is responsible for productivity (output).
a. Because the manager’s bonus is based on meeting or exceeding productivity expectations.
3. Is responsible for advertising.
a. All managers are not to exceed their advertising budget (company policy)
4. Is responsible for sales/production quotas.
a. Because the success of the company depends on sales/production performance.
You need to understand each responsibly.
1. Understand the essence of each responsibility, how it is an integral part of the whole company.
a. This will give you an appreciation and respect for this position.
Schedule for week #3
Step #8 Rate your manager’s skills
In rating your manager’s skills, you will get a better understanding of the position. It will also help you prepare yourself for your next self-promotion to mid-level manager (in a different company though).
Schedule for week #4
Step #9 Your manager’s strength/weaknesses
After you rated your manager’s skills, you can now see clearly your manager’s strengths and weaknesses. This will further prepare you for your next self-promotion to mid-level manager.
Month #10
What you need to accomplish this month:
Step #10 Prepare and mail your broadcast letters.
Your weekly schedule
Schedule for week #1 to # 4
Step #10 Prepare and mail your broadcast letters.
You should have already selected the 200+ companies you plan to mail your broadcast letter to (if not do so now).
When you write your broadcast letter make sure it fits the position of a mid-level manager. This letter must be perfect or you will not get the desired results.
Month #11
What you need to accomplish this month:
Step #11 Get ready for your job interviews.
Your weekly schedule
Schedule for week #1 to # 4
Step #11 Get ready for your job interviews.
Line-up several references
1. References are people who are willing to vouch for you, the person, and your accomplishments. This is important because you are making claims in your broadcast letter and resume that require confirmation.
2. Since you can’t talk about what you are doing (getting another job), make sure certain people know of your accomplishments. When the time comes ask them if you can use them as a reference.
Get ready for your first interview.
1. Know the company you are interviewing with.
a. When you get a request for an interview do a thorough check on the company before you meet with them.
2. Know your questions to ask.
a. Prepare a list of questions to ask before you have the interview.
3. Know your answers.
a. Practice answering questions so you don’t get “tong tight” during the interview.
Month #12
What you need to accomplish this month:
Step #12 Interview for your next job.
Your weekly schedule
Schedule for week #1 to # 4
Step #12 Interview for your next job.
Post mortem.
1. After you had your first interview do a “post mortem” on your interview to determine what you could have done better and what you think you need to change the next time.
Make a good last impression
2. Once you have accepted your new job, give at least two weeks notice.
a. Use that time to make a very good impression so you can always come back.
b. Never close a door.
c. Make improvements until the very last day.
d. When you leave this company, they will not forget you soon.
How To Go From Entry Level Manager To Mid Level Manager In 6 Months - To learn more about this author, visit MIchael Otto's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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