Your Roadmap To Go From Employee To President In 30 MOnths
Your Roadmap To Go From Employee To President In 30 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
INTRODUCTION
TO YOUR ROAD MAP TO GO FROM EMPLOYEE TO PRESIDENT IN 30 MONTHS
These 6 articles are the result of over thirty years of analyzing, interviewing and training thousands of managers and subordinates in every industry, from manufacturing to wholesale, retail construction, agriculture, service industries and health care.
These articles are about how you can become a supervisor and move on to become a President of a company.
These articles are not about fancy management theories or new fads on how to deal with employee productivity. This is about the skills you need on your journey to become a president of a company.
What is so unique about this process is that it cuts through all the rhetoric of management theories and goes right to the “how to”. There must be several thousand books on how to manage with several thousand case studies, carefully detailed and documented. I have not used case studies because I don’t believe they are helpful. They are not helpful because no two companies are alike. Your company could make the same widgets as the company next door and the two companies will be completely different. What works for one company, or applies to one company, does not necessarily apply to another company.
Managerial skills can be learned by almost anybody, as long as they are kept simple. Every few years somebody comes up with a “new” management concept and writes a book about it. But when you really analyze this “new” management concept, you will find that it is not really new and that is has been used by many companies for years, they just never gave it a fancy name.
Managing is relatively simple when you put it in the proper perspective. It does however become incredibly complex if you do not understand the basics.
There has been a tendency in the past to make managing this complex, only to be mastered by a few, job. This has been perpetuated by many of the “management gurus” or even management consultants to justify their, often outrages, fees.
The basics of managing are:
1. To organize, or to regulate.
2. To be in charge, or take control.
3. To be able to cope, or do what is required.
The importance of managing is to get the job done.
What that job is depends on the company. For a manager to get the job done, the job has to be clearly defined and understood. Most management failures are not the fault of the manager but the fault of the company (superior managers) who fail, or even refuse, to clearly outline the managers’ responsibilities and authorities.
And that is what you will find in these articles, how you can, regardless of where you are in you career, clearly define your job, understand your job, perform this job expertly, improve on the way you do your job and promote yourself to the next management level.
How you can get the most out of these articles
These articles come in a six part series:
7) The essence of managing
8) Re-engineer yourself to be a manager
9) How to go from employee to supervisor in 6 months
10) How to go from supervisor to entry level manager in 6 months
11) How to go from entry level manager to mid level manage in 6 months
12) How to go from mid level manager to top-level manager in 12 months
To get the most out of these articles, read them several times. The first reading should be to get yourself familiar with its contents. The second reading should be one chapter at a time. You read a chapter and you implement the information in that chapter before you start with the next chapter. The third reading is to make sure you have not missed anything and for future references.
Your career plan (Mapping out your career)
Map-out your career before you start you first supervisory position. It is actually not that difficult because once you know what type of industry you want to work in.
Do try to pick and industry that has a future, or you find yourself struggling to get a job as a manager.
Research different industries and determine the outlooks for the various industries and related companies. A good source of information is the financial community (Wall Street); they invest in companies so they will perform a lot of research before they spend a dime. If large investment companies are “short” in an industry you can be fairly certain that the industry is in, or will be son in, a down trend.
However if you are already working in an industry that is not exactly booming, consider switching to a related industry that might fare batter in the future.
Your career plan is like a “blue print” with a timeline. It tells you what to do next, and most importantly, when to do it. Even though it is a good idea to make your career plan as detailed as possible, chances are you will revise goals and timeline frequently.
Your career plan.
Identify the industry you want to work in for the next 20 years.
Determine the structure of the internal organization that is unique to the industry.
Terminologies could vary from industry to industry, for example:
Employees are called associates, workers laborers, affiliates even partners.
An employee is a person who has no supervisory responsibilities of other employees.
Supervisors are also called assistant manager, assistant VP, or simply assistant. Any person who supervises more than one employee is considered a supervisor.
Entry-Level-Managers are the first line of managers. They do not have a subordinate manager. This could be a production manager, store manager, warehouse manager or service manager.
Mid-Level-Managers are the second line mangers. They supervise a subordinate manager. This could be a plant manger, divisional manager, even a senior VP.
Top-Level-Managers are at the very top of the chain of command. The only other “manager” who is possibly above this manager is a managerial position that is not involved in the day-to-day operation of the company, like a chairman of the board or possibly an owner.
How to price yourself
Of course most of us want to make as much money as we possibly can. That is why at this time you should not look at the money (it can be a trap). You should look at the opportunity only (let them get you cheap, it is okay). It is a good idea to take a job and get underpaid. You see you will not be staying that long to make a difference and you will make up the difference on your next job.
Always give more than what they pay you for and never price yourself out of the market. Whatever you do, stay away from union companies. Union companies probably pay better and certainly have better benefits, but you will be somewhat restricted. You will do what you are told and are not expected to be creative, innovative and make improvements. Union companies are not best suited for your purpose. If, however, you have no choice and you have to work for a union shop, remember that union employees and management are not always on the same page which is not very helpful for your purpose (becoming a manager).
Your Roadmap To Go From Employee To President In 30 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
INTRODUCTION
TO YOUR ROAD MAP TO GO FROM EMPLOYEE TO PRESIDENT IN 30 MONTHS
These 6 articles are the result of over thirty years of analyzing, interviewing and training thousands of managers and subordinates in every industry, from manufacturing to wholesale, retail construction, agriculture, service industries and health care.
These articles are about how you can become a supervisor and move on to become a President of a company.
These articles are not about fancy management theories or new fads on how to deal with employee productivity. This is about the skills you need on your journey to become a president of a company.
What is so unique about this process is that it cuts through all the rhetoric of management theories and goes right to the “how to”. There must be several thousand books on how to manage with several thousand case studies, carefully detailed and documented. I have not used case studies because I don’t believe they are helpful. They are not helpful because no two companies are alike. Your company could make the same widgets as the company next door and the two companies will be completely different. What works for one company, or applies to one company, does not necessarily apply to another company.
Managerial skills can be learned by almost anybody, as long as they are kept simple. Every few years somebody comes up with a “new” management concept and writes a book about it. But when you really analyze this “new” management concept, you will find that it is not really new and that is has been used by many companies for years, they just never gave it a fancy name.
Managing is relatively simple when you put it in the proper perspective. It does however become incredibly complex if you do not understand the basics.
There has been a tendency in the past to make managing this complex, only to be mastered by a few, job. This has been perpetuated by many of the “management gurus” or even management consultants to justify their, often outrages, fees.
The basics of managing are:
1. To organize, or to regulate.
2. To be in charge, or take control.
3. To be able to cope, or do what is required.
The importance of managing is to get the job done.
What that job is depends on the company. For a manager to get the job done, the job has to be clearly defined and understood. Most management failures are not the fault of the manager but the fault of the company (superior managers) who fail, or even refuse, to clearly outline the managers’ responsibilities and authorities.
And that is what you will find in these articles, how you can, regardless of where you are in you career, clearly define your job, understand your job, perform this job expertly, improve on the way you do your job and promote yourself to the next management level.
How you can get the most out of these articles
These articles come in a six part series:
7) The essence of managing
8) Re-engineer yourself to be a manager
9) How to go from employee to supervisor in 6 months
10) How to go from supervisor to entry level manager in 6 months
11) How to go from entry level manager to mid level manage in 6 months
12) How to go from mid level manager to top-level manager in 12 months
To get the most out of these articles, read them several times. The first reading should be to get yourself familiar with its contents. The second reading should be one chapter at a time. You read a chapter and you implement the information in that chapter before you start with the next chapter. The third reading is to make sure you have not missed anything and for future references.
Your career plan (Mapping out your career)
Map-out your career before you start you first supervisory position. It is actually not that difficult because once you know what type of industry you want to work in.
Do try to pick and industry that has a future, or you find yourself struggling to get a job as a manager.
Research different industries and determine the outlooks for the various industries and related companies. A good source of information is the financial community (Wall Street); they invest in companies so they will perform a lot of research before they spend a dime. If large investment companies are “short” in an industry you can be fairly certain that the industry is in, or will be son in, a down trend.
However if you are already working in an industry that is not exactly booming, consider switching to a related industry that might fare batter in the future.
Your career plan is like a “blue print” with a timeline. It tells you what to do next, and most importantly, when to do it. Even though it is a good idea to make your career plan as detailed as possible, chances are you will revise goals and timeline frequently.
Your career plan.
Identify the industry you want to work in for the next 20 years.
Determine the structure of the internal organization that is unique to the industry.
Terminologies could vary from industry to industry, for example:
Employees are called associates, workers laborers, affiliates even partners.
An employee is a person who has no supervisory responsibilities of other employees.
Supervisors are also called assistant manager, assistant VP, or simply assistant. Any person who supervises more than one employee is considered a supervisor.
Entry-Level-Managers are the first line of managers. They do not have a subordinate manager. This could be a production manager, store manager, warehouse manager or service manager.
Mid-Level-Managers are the second line mangers. They supervise a subordinate manager. This could be a plant manger, divisional manager, even a senior VP.
Top-Level-Managers are at the very top of the chain of command. The only other “manager” who is possibly above this manager is a managerial position that is not involved in the day-to-day operation of the company, like a chairman of the board or possibly an owner.
How to price yourself
Of course most of us want to make as much money as we possibly can. That is why at this time you should not look at the money (it can be a trap). You should look at the opportunity only (let them get you cheap, it is okay). It is a good idea to take a job and get underpaid. You see you will not be staying that long to make a difference and you will make up the difference on your next job.
Always give more than what they pay you for and never price yourself out of the market. Whatever you do, stay away from union companies. Union companies probably pay better and certainly have better benefits, but you will be somewhat restricted. You will do what you are told and are not expected to be creative, innovative and make improvements. Union companies are not best suited for your purpose. If, however, you have no choice and you have to work for a union shop, remember that union employees and management are not always on the same page which is not very helpful for your purpose (becoming a manager).
Your Roadmap To Go From Employee To President In 30 MOnths - To learn more about this author, visit MIchael Otto's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David BarrDavid Barr is the President of Venture Opportunities, Inc. David has been a professional business broker/intermediary since 1980 focusing on General Business Brokerage and Mergers and Acquisitions representing client transaction value from $400,000 to $20,000,000. Mr. Barr has handled the sale of over four hundred and fifty companies. David earned a university degree from the State University of New York majoring in economics and business. David holds the Mergers and Acquisition Master Intermediary and the Certified Business Intermediary designations from the International Business Brokers Association. He is also a Senior Business Analyst and a Texas licensed Real Estate Agent. For more information about David and Venture Opportunities, visit www.bizdealmaker.com. - Visit David Barr's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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