How To Go From Mid Level Manager To Top Level Manager In 12 Months
How To Go From Mid Level Manager To Top Level Manager In 12 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
From mid-level manager to top-level manager in 12 months
Since the job of a mid-level manager is much more demanding than that of a top-level manager, your transition (to top-level manager) will not be difficult, just time consuming (hence the 12 months). It is time consuming because it will not be easy to find the right company. Even though there are hundreds of companies who are looking for a top-level manager, not many will meet your needs. You will probably spend up to 6 months looking for the right company and go on many interviews before you find that perfect match.
But before you can do that let’s first get you settled in this mid-level management position.
What is a mid-level manager?
Probably the most difficult managerial position is that of a mid-level manager. As a mid-level manager you are between the proverbial “rock and a hard place”.
On one side, you have top-level management and on the other side you have entry-level management, supervisors, and employees.
The employees will have many issues (most of them have little if anything to do with the company) you need to deal with.
Entry-level managers are concerned with employee productivity, morale, communication, and benefits.
The top-level manager is concerned with sales and profits.
Your job as a mid-level manager is to coordinate the three sides and make sure all are on the same page (a cohesive team).
Your subordinates are now supervisors and managers. Supervisors and managers are not as easily managed as none-management employees. When you first start in this position you can expect resistance, even resentment because you represent change and they won’t like it.
Even if you are welcomed with open arms, don’t buy it, expect resistance anyway.
You now manage supervisors, managers, and subordinates; you are responsible for their action and productivity.
Your job is to improve revenues, and bottom line profits. You are not expected to do it all yourself you need to empower your team to make decisions and take on the responsibilities of increasing sales and profits.
Read a book on EMPOWERMENT
Your twelve step program
from mid-level manager to to-top-level manager in 12 month
Step #1 Get to know your 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?
Step #6 Make improvements.
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Your manager’s strength/weaknesses
Step #10 Prepare and mail your broadcast letter.
Step #11 Get ready for your job interviews.
Step #12 Interview for your next job.
Step #1 Get to know the your company and its culture.
Chances are the president (top-level manager) of the company will show you around and introduce you to all the managers and supervisors.
As a mid-level manager, you report directly to the top-level manager (president or CEO), which will put you in a somewhat intimidating position; so, your first introduction is very important.
Your first impression must be friendly but not familiar. It is all right to smile and make a friendly comment but it is not all right to make a joke or kid around.
The reason for this is very basic. You are the person most of these people report to, you are responsible for their productivity; you need to earn their respect through leadership.
The culture of a smaller company is a direct reflection of the owner’s personality; the way the owner wants things done (good, bad, or indifferent) and is easily identified by the owner’s management style.
If you watch closely, you’ll find the managers emulate the owner in speech mannerism and dress code. It is always a good idea to emulate the culture of the company you work for because changing a company’s culture can only (most of the time) come from the top (the owner of the company). Become part of the company’s culture from day one and you’ll do just great.
Just in case you don’t believe in the way they do things, go along with it for the first few months, there will be plenty of opportunities to make changes without changing the corporate culture later.
Step #2 Your position in the company.
It is important for you to know how is your position is viewed by other managers. Is your job as mid-level manager just a “puppet job” and the owner or president of the company (your superior manager) calls all the shots?
How important is this position to your superior manager (president or CEO of the company)? You can tell by the way you are received when you first start our job. If they make you feel welcome and treat you with respect, your position is valued and respected by the other mangers. If you get the “cold shoulder”, chances are there is either a lack of respect, for your position, or a fear of possible changes. Try to find out why the “cold shoulder” by confronting the managers and the president. Simply ask them (one on one only) if there is a problem, because you are getting the sense that you are not welcome here. One of them will probably tell you what they think is wrong with you being there; if there is something wrong deal with it head on. A confrontation early on is very effective and can get you the respect you need.
If your job is just a “puppet job”, get out now, before you waist another day with this company.
Step #3 Your responsibilities.
The higher up you climb on the corporate ladder the more difficult it is to clearly identify your jobs responsibilities. Sometimes it seems you are responsible for everything (which you probably are) and sometimes it seems you are just “baby sitting”. Even though you have a title that identifies your position, you might find too many responsibilities are only implied rather than clearly outlined in writing (this is a major cause of management failure).
So, when you start your new position, find out exactly (in writing) what your responsibilities are.
Step #4 Your authorities.
Now that you know what your responsibilities are as a mid-level manager, you need to determine your authorities as well. If you have many responsibilities (in writing) and no authority, (in writing) consider this a set-up to fail.
Top-level management is sometimes reluctant to give authorities to mid-level management out of fear they loose control. When that happens don’t despair, you just have to earn the right to take control. Have a one on one meeting with your superior manager, go over your responsibilities in detail, and ask him/her what your authorities should be. If your superior manager leaves it up to you, you are free to experiment and “take” whatever authority you need (be sure to get approval first). Authorities are required to fulfill your responsibilities or you will be ineffective as a middle manager and will not be able to promote yourself to top-level manger in 12 months.
Step #5 Is this company really for you?
You should know by now if this is the right company for you or not.
1. It is the right company for you if you have the opportunity to learn what you need to promote yourself to top-level manager.
2. It is the right company if you have an opportunity to make positive changes you can use in your broadcast letter and resume.
3. It is the right company if you can make a difference.
If you think this is a very difficult job and you might not be able to do it, view this as a positive sign, it means you are scared and that is good. Being scared helps you to grow and will prevent you from being overly confident resulting in stupid errors. In fact, I think it is not a good sign if you are not scared.
Step #6 Make improvements.
Mid-level managers are (at least should be) judged by their department’s profit, or sales, contribution. The quickest way to improve your chances for a self-promotion (to top-level manager) is by improving your department’s profit, and/or sales, contribution.
Step #7 Know your manager’s job.
Your superior manager is probably the Owner, President, or CEO of your company. To understand his/her job is somewhat of a challenge. It is a challenge because the top management position is about as diverse as it could possibly be. A top-level manager is not just managing, that position is the company.
When you read the job description of a President you’ll find a President is doing everything and absolutely nothing. A President will plan, develop, and establish without actually doing any of these tasks. He/she has them done.
Even though they are done for the President, he/she is still responsible for them. So, what does a President actually do all day? Well, that is what you need to find out. No two companies are alike and no two President’s management style is alike. To learn more about your superior manager’s job, or management style, spend as much time as possible with him/her as you can.
Step #8 Rate your manager’s skills
The importance of this exercise is to familiarize yourself with the required skills of a top-level manager. The skills of a top-level manager are very basic, it the execution of these skills that will depend on the individual personality. A top-level manager must be a leader of people, not just a manager of people.
Step #9 Your manager’s strength/weaknesses
You rated your managers skills so that you can now identify his/her strengths and weaknesses and their respective impact on his /her management style as well as the overall well being of the company.
Step #10 Prepare and mail your broadcast letters.
This is a very important letter and it should be written very carefully. When you write this letter, pretend to be the owner of the company you want to work for. Write and read the letter through the owner’s eyes. When you read the finished letter, read it from the owner’s perspective.
After you finished the first draft, wait a day and read t again (again from the owner’s perspective), make the necessary changes, wait another day, read it again and make changes again. Re-write the letter at least 10 times, put it aside for a week, and start the process over again. It is better re-writing a letter 50 times than wasting a few hundred poorly written letters.
The object of your broadcast letter is to:
1. Capture the owner’s interest with the first paragraph.
2. Hold the owners interest with the second and third paragraph.
3. Get the owner to come to the logical conclusion that you are the person he/she has been looking for.
4. Create an urgency that he/she must get to know you better as soon as possible.
Follow these rules and you will have a winning letter. A winning letter will get you at least 10 interviews and 3 to 4 job offers.
Read a book on COPY WRITING
Step #11 Get ready for your job interviews.
Your next job will be a top-level management position (with a much smaller company though). You might even have to take a cut in pay for your next position, but it will be worth it. This is your stepping stone for several top-level management jobs, all the way up to a fortune 500 company, if that is what you are looking for.
To get ready for your next job you have to think like an entrepreneur. The next person who will hire you will probably be an entrepreneur.
Small companies have their own unique cultures where just about everything revolves around the owner. The owner who is hiring a President or CEO (top-level manager) expects you to be like him/her, or at least share the same values and believes. It is important for you to understand what an entrepreneur is like.
Most entrepreneurs are the original founders of the company. They tend to be totally integrated with all aspects of their company. They know how to do everything themselves and are proud of it. So why would they need you? Well for many different reasons.
They want to retire and need somebody to run the company
1. With the baby boomers getting older, you have thousands of small companies who are looking to “get out” or have somebody take the business over.
2. What to watch out for is this:
a. If there is a family member working in the company, it might be your job to groom that person, which is all right because your plan is to move on to a larger company as soon as possible. In fact, you can use this opportunity to your advantage by mentioning this during the interview and let the owner know this is a smart move and you don’t mind.
b. The owner really wants to sell the business but does not know how to set-up the company to be sold. Again a great opportunity to turn a company around (looks great on your resume).
The company is growing and they can’t do it all themselves.
1. This is probably the most difficult top-level management position because the owner expects you to manage the company the way he/she is used to. Even though the company was unable to grow because of the owner’s management style (again a great opportunity but a difficult one).
2. These owners will interview you trying to find their own personality traits in you. So, you need to become an entrepreneur, think like one and talk like one. An entrepreneur talks about concepts, possibilities, the future, profit potential and not processes, structures or what was in the past.
For health reasons.
1. These owners can’t do it anymore and want you to carry on in their tradition.
2. They are not looking for somebody to grow the business or make drastic changes; they want you to maintain the status quo (which is not bad, you can always make changes later).
3. Often these owners can become resentful of you because you are doing what they love doing but can’t, so be prepared for that. The best way to deal with this type of owner is by never forgetting who’s company this is and show the owner a great deal of respect and courtesy. Remember this is probably not easy for the owner.
They are replacing a President or CEO they are not happy with.
1. This could be a trap for you if you are not careful. If the previous president was not performing, find out why by asking the owner. If the owner gives you a vague answer, even puts blame totally on the former President, it could be that it was not the former President that failed it was the owner who set the former President up to fail (not intentionally though).
2. Presidents fail for two reasons, they are truly incompetent, or they are not allowed to mange (the owner constantly second guessing the President).
3. Find out what caused the former President’s failure. Even ask if you can talk to him (the former President) confidentially.
They just can’t do it anymore.
1. Burned out owners who have had it, can’t understand the changing times and they just don’t have what it takes to deal with these rapid changes.
2. When they hire you, you will be under constant scrutiny and eventually, after watching you for a while they will get their “second wind” and you are out (that is OK because you now had the experience as a top-level manager which looks good on your cover letter/resume).
Whatever the reason, you have to be prepared for it so you can quickly identify why he/she is looking for a top-level manager and decide if this is the job for you or not.
Step #12 Interview for your next job.
These will not be easy interviews; they will not be easy because you are now dealing with small company entrepreneurs who vary in character from one company to the next. The individual personality of the owner is very important because it is the personality that will influence the company’s corporate culture.
When you interview with an owner of a company pay close attention to your first impressions of the owner’s personality. If you are uncomfortable with the owner, do not accept the position.
MONTH # 13 and # 14
What you need to accomplish the next two months:
Step #1 Get to know the your company and its culture.
Step #2 Your position in the company.
Step #3 Your responsibilities.
Step #4 Your authorities.
Step #5 Is this the right company for you?
Your weekly schedule
Schedule for week # 1
Step #1 Get to know the company and its culture.
1. Meet as many people as you can, not just managers, but also rank-and-file employees.
2. Make a good first impression, act the part of a mid-level manager.
3. Act like a mid-level manager.
a. What does a mid level manger act like depends on your industry. There is however one thing they have in common, they are used to leading and having subordinates follow instructions.
4. Pay attention to how people are treating you.
a. Watch their body language, for example: If people don’t make eye contact that means they are either afraid of you, don’t trust you, or don’t like you or what you represent (don’t worry about this too much, just be aware of it and make sure it does not stay that way).
Schedule for week # 2
Step #2 Your position in the company.
1. Familiarize yourself with your new job by looking at the “big picture”.
a. What is your role in the company?
b. What is the value of your role to the company?
c. Are you just a figurehead or are you providing a valuable contribution to the company?
2. Make sure you are a ‘real” manager.
a. Mid-level managers are often “show managers”, they don’t have a functional purpose; except to take some of the routine tasks of the president’s plate, which makes the job a high priced assistant to the top-level manager.
3. For most people that would be a dream job, but not if your plan is to move on to you next position (top-level manager)
Schedule for week # 3 and # 4
Step #3 Your responsibilities.
1. Determine what your responsibilities and authorities are.
a. Not just what is implied, but make certain they are clearly defined in writing. If they are not, put them in writing.
b. Outline exactly what it is that you think you are supposed to do and why.
2. If your position is just a “figurehead” position, make a list of responsibilities and authorities you think are appropriate for the position.
a. Present the list to your superior manager, for his/her approval.
b. If you can’t get an approval for your responsibilities, find out why. If you don’t like the answer (“your responsibilities are what I tell you they are), get out.
However, you should have known what your responsibilities and authorities are before you started the job.
Schedule for week # 5 and # 6
Step #4 Your authorities.
Assuming you have many responsibilities (which you should have as mid-level manager), make sure you have the authority to fulfill your responsibilities.
The higher up the corporate ladder you climb, the more authorities you need to do your job well. Identify your authorities, but also make certain your superior manager and subordinate managers know about them, all of them.
Schedule for week # 7 and # 8
Step #5 Is this company really for you?
Take a few days and carefully reflect upon your role in this company and your goals for the next 12 months (to get a top-level management job).
Again, don’t make this an emotional but a logical decision.
Even if you like the company, the people, and the pay, it is not a good enough reason to stay. It does not matter if you like the company, the people or the pay, what matters is what you can learn form this job so you can be ready for your next self promotion to top-level manager.
MONTH # 15 and # 16
What you need to accomplish the next two months:
Step #6 Make improvements.
Weekly schedule
Schedule for week # 1 through # 8
Step #6 Make improvements.
Making improvements as a mid-level manager could be complicated. It could be complicated because most companies of this size have established routines that are difficult to change. In fact, you will find the smaller the company the more difficult it is to make meaningful changes.
Your improvement program should include:
1. What you want to improve.
2. The output by department, by person, or by group.
a. Be very specific what the output should be (service, quality, quantity).
3. How you want to improve it.
a. You must have a general idea about how you want to improve output.
b. If you don’t know ask your subordinate managers what they think can be done to make their jobs easier?”
4. Why you want to improve it.
a. There must a tangible benefit for the improvement.
b. Identify the benefit. If you don’t know, find out.
c. List each benefit and quantify it.
5. Document everything for future references (use in your resume)
MONTH # 17 and # 18
What you need to accomplish the next two months:
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Rate your manager’s strength/weaknesses
Weekly schedule
Schedule for week # 1 through # 3
Step #7 Know your manager’s job.
Your present manager is, or should be, the top management position in your company. To get to know his/her job in more detail requires you to spend a great deal of time with the person. Not to make too obvious, ask a lot of question, ask for advise and make suggestions etc. You are observing your superior manager because in the very near future you will be doing the same job (in a smaller company though)
Schedule for week # 4 through # 6
Step #8 Rate your manager’s skills
Take a good hard look at the person who is running your company.
1. I don’t mean just superficially, find out who he/she really is.
2. Prepare a profile of the person’s:
a. Habits
b. Style
c. Moods
d. Likes/dislikes
What does he/she do all day?
1. Hours of work.
2. Work habits?
3. Concerns:
a. About the company?
b. About him/herself?
c. About the employees?
d. About financial issues?
Schedule for week # 7 through # 8
Step #9 Your manager’s strength/weaknesses
Take this week to rate your manager’s strengths and weaknesses.
Compare your strengths/weakness against your manager’s and see how you measure up.
1. How would you manage the company?
a. Make some of the decisions (but keep them to yourself)
2. What would you change if you had control of the company?
a. Make a note for all the changes you would like to make.
3. What decisions would you make differently?
MONTH # 19 and # 20
What you need to accomplish the next two months:
Step #10 Prepare and mail your broadcast letters.
Weekly schedule
Schedule for week # 1 through # 8
Step #10 Prepare and mail your broadcast letters.
Your only goal for the next two months is to write a dynamite broadcast letter and mail 100 letters every two weeks for the next 8 weeks.
MONTH # 21 and # 22
What you need to accomplish the next two months:
Step #11 Get ready for your job interviews.
Weekly schedule
Schedule for week # 1 through # 8
Step #11 Get ready for your job interviews.
After you received a request for an interview, perform a thorough check on the company before you go on the interview.
1. Credit check through D&B.
a. Check their credit rating.
2. BBB check.
a. On line check through BBB from the state the company is based in
3. Industry checks on the Internet.
a. Goggle the company and see what you come up with.
b. Check-out their website.
Call the company and find out who the owner is and if it is not the person on your list, don’t waste your time, but call the person who requested an interview with you and ask the following questions.
1. First, tell him/her you are calling to confirm an appointment.
2. Ask if you get to meet all the owners of the company.
3. If not ask why not (find out who is making the decision hiring you).
4. Be bold you have nothing to lose.
5. Ask how long they have been looking for a top-level manager?
You can expect to mail-out a lot of resume and go on many interviews. Take your time and select the right company that is perfect for you.
You can expect to take a cut in pay (you are looking to work for a much smaller company) and you can expect to work log and hard hours.
The right company is a company you can be the President or CEO and make positive changes.
MONTH # 23 and # 24
What you need to accomplish the next two months:
Step #12 Interview for your next job.
Weekly schedule
Schedule for week # 1 through # 8
Step #12 Interview for your next job.
I would suggest you go on as many interviews as possible so you select the right company for your purpose. The position of a top-level manager with a small company can be extremely challenging (and rewarding), so be sure you select the company that is right for you.
How To Go From Mid Level Manager To Top Level Manager In 12 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
From mid-level manager to top-level manager in 12 months
Since the job of a mid-level manager is much more demanding than that of a top-level manager, your transition (to top-level manager) will not be difficult, just time consuming (hence the 12 months). It is time consuming because it will not be easy to find the right company. Even though there are hundreds of companies who are looking for a top-level manager, not many will meet your needs. You will probably spend up to 6 months looking for the right company and go on many interviews before you find that perfect match.
But before you can do that let’s first get you settled in this mid-level management position.
What is a mid-level manager?
Probably the most difficult managerial position is that of a mid-level manager. As a mid-level manager you are between the proverbial “rock and a hard place”.
On one side, you have top-level management and on the other side you have entry-level management, supervisors, and employees.
The employees will have many issues (most of them have little if anything to do with the company) you need to deal with.
Entry-level managers are concerned with employee productivity, morale, communication, and benefits.
The top-level manager is concerned with sales and profits.
Your job as a mid-level manager is to coordinate the three sides and make sure all are on the same page (a cohesive team).
Your subordinates are now supervisors and managers. Supervisors and managers are not as easily managed as none-management employees. When you first start in this position you can expect resistance, even resentment because you represent change and they won’t like it.
Even if you are welcomed with open arms, don’t buy it, expect resistance anyway.
You now manage supervisors, managers, and subordinates; you are responsible for their action and productivity.
Your job is to improve revenues, and bottom line profits. You are not expected to do it all yourself you need to empower your team to make decisions and take on the responsibilities of increasing sales and profits.
Read a book on EMPOWERMENT
Your twelve step program
from mid-level manager to to-top-level manager in 12 month
Step #1 Get to know your 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?
Step #6 Make improvements.
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Your manager’s strength/weaknesses
Step #10 Prepare and mail your broadcast letter.
Step #11 Get ready for your job interviews.
Step #12 Interview for your next job.
Step #1 Get to know the your company and its culture.
Chances are the president (top-level manager) of the company will show you around and introduce you to all the managers and supervisors.
As a mid-level manager, you report directly to the top-level manager (president or CEO), which will put you in a somewhat intimidating position; so, your first introduction is very important.
Your first impression must be friendly but not familiar. It is all right to smile and make a friendly comment but it is not all right to make a joke or kid around.
The reason for this is very basic. You are the person most of these people report to, you are responsible for their productivity; you need to earn their respect through leadership.
The culture of a smaller company is a direct reflection of the owner’s personality; the way the owner wants things done (good, bad, or indifferent) and is easily identified by the owner’s management style.
If you watch closely, you’ll find the managers emulate the owner in speech mannerism and dress code. It is always a good idea to emulate the culture of the company you work for because changing a company’s culture can only (most of the time) come from the top (the owner of the company). Become part of the company’s culture from day one and you’ll do just great.
Just in case you don’t believe in the way they do things, go along with it for the first few months, there will be plenty of opportunities to make changes without changing the corporate culture later.
Step #2 Your position in the company.
It is important for you to know how is your position is viewed by other managers. Is your job as mid-level manager just a “puppet job” and the owner or president of the company (your superior manager) calls all the shots?
How important is this position to your superior manager (president or CEO of the company)? You can tell by the way you are received when you first start our job. If they make you feel welcome and treat you with respect, your position is valued and respected by the other mangers. If you get the “cold shoulder”, chances are there is either a lack of respect, for your position, or a fear of possible changes. Try to find out why the “cold shoulder” by confronting the managers and the president. Simply ask them (one on one only) if there is a problem, because you are getting the sense that you are not welcome here. One of them will probably tell you what they think is wrong with you being there; if there is something wrong deal with it head on. A confrontation early on is very effective and can get you the respect you need.
If your job is just a “puppet job”, get out now, before you waist another day with this company.
Step #3 Your responsibilities.
The higher up you climb on the corporate ladder the more difficult it is to clearly identify your jobs responsibilities. Sometimes it seems you are responsible for everything (which you probably are) and sometimes it seems you are just “baby sitting”. Even though you have a title that identifies your position, you might find too many responsibilities are only implied rather than clearly outlined in writing (this is a major cause of management failure).
So, when you start your new position, find out exactly (in writing) what your responsibilities are.
Step #4 Your authorities.
Now that you know what your responsibilities are as a mid-level manager, you need to determine your authorities as well. If you have many responsibilities (in writing) and no authority, (in writing) consider this a set-up to fail.
Top-level management is sometimes reluctant to give authorities to mid-level management out of fear they loose control. When that happens don’t despair, you just have to earn the right to take control. Have a one on one meeting with your superior manager, go over your responsibilities in detail, and ask him/her what your authorities should be. If your superior manager leaves it up to you, you are free to experiment and “take” whatever authority you need (be sure to get approval first). Authorities are required to fulfill your responsibilities or you will be ineffective as a middle manager and will not be able to promote yourself to top-level manger in 12 months.
Step #5 Is this company really for you?
You should know by now if this is the right company for you or not.
1. It is the right company for you if you have the opportunity to learn what you need to promote yourself to top-level manager.
2. It is the right company if you have an opportunity to make positive changes you can use in your broadcast letter and resume.
3. It is the right company if you can make a difference.
If you think this is a very difficult job and you might not be able to do it, view this as a positive sign, it means you are scared and that is good. Being scared helps you to grow and will prevent you from being overly confident resulting in stupid errors. In fact, I think it is not a good sign if you are not scared.
Step #6 Make improvements.
Mid-level managers are (at least should be) judged by their department’s profit, or sales, contribution. The quickest way to improve your chances for a self-promotion (to top-level manager) is by improving your department’s profit, and/or sales, contribution.
Step #7 Know your manager’s job.
Your superior manager is probably the Owner, President, or CEO of your company. To understand his/her job is somewhat of a challenge. It is a challenge because the top management position is about as diverse as it could possibly be. A top-level manager is not just managing, that position is the company.
When you read the job description of a President you’ll find a President is doing everything and absolutely nothing. A President will plan, develop, and establish without actually doing any of these tasks. He/she has them done.
Even though they are done for the President, he/she is still responsible for them. So, what does a President actually do all day? Well, that is what you need to find out. No two companies are alike and no two President’s management style is alike. To learn more about your superior manager’s job, or management style, spend as much time as possible with him/her as you can.
Step #8 Rate your manager’s skills
The importance of this exercise is to familiarize yourself with the required skills of a top-level manager. The skills of a top-level manager are very basic, it the execution of these skills that will depend on the individual personality. A top-level manager must be a leader of people, not just a manager of people.
Step #9 Your manager’s strength/weaknesses
You rated your managers skills so that you can now identify his/her strengths and weaknesses and their respective impact on his /her management style as well as the overall well being of the company.
Step #10 Prepare and mail your broadcast letters.
This is a very important letter and it should be written very carefully. When you write this letter, pretend to be the owner of the company you want to work for. Write and read the letter through the owner’s eyes. When you read the finished letter, read it from the owner’s perspective.
After you finished the first draft, wait a day and read t again (again from the owner’s perspective), make the necessary changes, wait another day, read it again and make changes again. Re-write the letter at least 10 times, put it aside for a week, and start the process over again. It is better re-writing a letter 50 times than wasting a few hundred poorly written letters.
The object of your broadcast letter is to:
1. Capture the owner’s interest with the first paragraph.
2. Hold the owners interest with the second and third paragraph.
3. Get the owner to come to the logical conclusion that you are the person he/she has been looking for.
4. Create an urgency that he/she must get to know you better as soon as possible.
Follow these rules and you will have a winning letter. A winning letter will get you at least 10 interviews and 3 to 4 job offers.
Read a book on COPY WRITING
Step #11 Get ready for your job interviews.
Your next job will be a top-level management position (with a much smaller company though). You might even have to take a cut in pay for your next position, but it will be worth it. This is your stepping stone for several top-level management jobs, all the way up to a fortune 500 company, if that is what you are looking for.
To get ready for your next job you have to think like an entrepreneur. The next person who will hire you will probably be an entrepreneur.
Small companies have their own unique cultures where just about everything revolves around the owner. The owner who is hiring a President or CEO (top-level manager) expects you to be like him/her, or at least share the same values and believes. It is important for you to understand what an entrepreneur is like.
Most entrepreneurs are the original founders of the company. They tend to be totally integrated with all aspects of their company. They know how to do everything themselves and are proud of it. So why would they need you? Well for many different reasons.
They want to retire and need somebody to run the company
1. With the baby boomers getting older, you have thousands of small companies who are looking to “get out” or have somebody take the business over.
2. What to watch out for is this:
a. If there is a family member working in the company, it might be your job to groom that person, which is all right because your plan is to move on to a larger company as soon as possible. In fact, you can use this opportunity to your advantage by mentioning this during the interview and let the owner know this is a smart move and you don’t mind.
b. The owner really wants to sell the business but does not know how to set-up the company to be sold. Again a great opportunity to turn a company around (looks great on your resume).
The company is growing and they can’t do it all themselves.
1. This is probably the most difficult top-level management position because the owner expects you to manage the company the way he/she is used to. Even though the company was unable to grow because of the owner’s management style (again a great opportunity but a difficult one).
2. These owners will interview you trying to find their own personality traits in you. So, you need to become an entrepreneur, think like one and talk like one. An entrepreneur talks about concepts, possibilities, the future, profit potential and not processes, structures or what was in the past.
For health reasons.
1. These owners can’t do it anymore and want you to carry on in their tradition.
2. They are not looking for somebody to grow the business or make drastic changes; they want you to maintain the status quo (which is not bad, you can always make changes later).
3. Often these owners can become resentful of you because you are doing what they love doing but can’t, so be prepared for that. The best way to deal with this type of owner is by never forgetting who’s company this is and show the owner a great deal of respect and courtesy. Remember this is probably not easy for the owner.
They are replacing a President or CEO they are not happy with.
1. This could be a trap for you if you are not careful. If the previous president was not performing, find out why by asking the owner. If the owner gives you a vague answer, even puts blame totally on the former President, it could be that it was not the former President that failed it was the owner who set the former President up to fail (not intentionally though).
2. Presidents fail for two reasons, they are truly incompetent, or they are not allowed to mange (the owner constantly second guessing the President).
3. Find out what caused the former President’s failure. Even ask if you can talk to him (the former President) confidentially.
They just can’t do it anymore.
1. Burned out owners who have had it, can’t understand the changing times and they just don’t have what it takes to deal with these rapid changes.
2. When they hire you, you will be under constant scrutiny and eventually, after watching you for a while they will get their “second wind” and you are out (that is OK because you now had the experience as a top-level manager which looks good on your cover letter/resume).
Whatever the reason, you have to be prepared for it so you can quickly identify why he/she is looking for a top-level manager and decide if this is the job for you or not.
Step #12 Interview for your next job.
These will not be easy interviews; they will not be easy because you are now dealing with small company entrepreneurs who vary in character from one company to the next. The individual personality of the owner is very important because it is the personality that will influence the company’s corporate culture.
When you interview with an owner of a company pay close attention to your first impressions of the owner’s personality. If you are uncomfortable with the owner, do not accept the position.
MONTH # 13 and # 14
What you need to accomplish the next two months:
Step #1 Get to know the your company and its culture.
Step #2 Your position in the company.
Step #3 Your responsibilities.
Step #4 Your authorities.
Step #5 Is this the right company for you?
Your weekly schedule
Schedule for week # 1
Step #1 Get to know the company and its culture.
1. Meet as many people as you can, not just managers, but also rank-and-file employees.
2. Make a good first impression, act the part of a mid-level manager.
3. Act like a mid-level manager.
a. What does a mid level manger act like depends on your industry. There is however one thing they have in common, they are used to leading and having subordinates follow instructions.
4. Pay attention to how people are treating you.
a. Watch their body language, for example: If people don’t make eye contact that means they are either afraid of you, don’t trust you, or don’t like you or what you represent (don’t worry about this too much, just be aware of it and make sure it does not stay that way).
Schedule for week # 2
Step #2 Your position in the company.
1. Familiarize yourself with your new job by looking at the “big picture”.
a. What is your role in the company?
b. What is the value of your role to the company?
c. Are you just a figurehead or are you providing a valuable contribution to the company?
2. Make sure you are a ‘real” manager.
a. Mid-level managers are often “show managers”, they don’t have a functional purpose; except to take some of the routine tasks of the president’s plate, which makes the job a high priced assistant to the top-level manager.
3. For most people that would be a dream job, but not if your plan is to move on to you next position (top-level manager)
Schedule for week # 3 and # 4
Step #3 Your responsibilities.
1. Determine what your responsibilities and authorities are.
a. Not just what is implied, but make certain they are clearly defined in writing. If they are not, put them in writing.
b. Outline exactly what it is that you think you are supposed to do and why.
2. If your position is just a “figurehead” position, make a list of responsibilities and authorities you think are appropriate for the position.
a. Present the list to your superior manager, for his/her approval.
b. If you can’t get an approval for your responsibilities, find out why. If you don’t like the answer (“your responsibilities are what I tell you they are), get out.
However, you should have known what your responsibilities and authorities are before you started the job.
Schedule for week # 5 and # 6
Step #4 Your authorities.
Assuming you have many responsibilities (which you should have as mid-level manager), make sure you have the authority to fulfill your responsibilities.
The higher up the corporate ladder you climb, the more authorities you need to do your job well. Identify your authorities, but also make certain your superior manager and subordinate managers know about them, all of them.
Schedule for week # 7 and # 8
Step #5 Is this company really for you?
Take a few days and carefully reflect upon your role in this company and your goals for the next 12 months (to get a top-level management job).
Again, don’t make this an emotional but a logical decision.
Even if you like the company, the people, and the pay, it is not a good enough reason to stay. It does not matter if you like the company, the people or the pay, what matters is what you can learn form this job so you can be ready for your next self promotion to top-level manager.
MONTH # 15 and # 16
What you need to accomplish the next two months:
Step #6 Make improvements.
Weekly schedule
Schedule for week # 1 through # 8
Step #6 Make improvements.
Making improvements as a mid-level manager could be complicated. It could be complicated because most companies of this size have established routines that are difficult to change. In fact, you will find the smaller the company the more difficult it is to make meaningful changes.
Your improvement program should include:
1. What you want to improve.
2. The output by department, by person, or by group.
a. Be very specific what the output should be (service, quality, quantity).
3. How you want to improve it.
a. You must have a general idea about how you want to improve output.
b. If you don’t know ask your subordinate managers what they think can be done to make their jobs easier?”
4. Why you want to improve it.
a. There must a tangible benefit for the improvement.
b. Identify the benefit. If you don’t know, find out.
c. List each benefit and quantify it.
5. Document everything for future references (use in your resume)
MONTH # 17 and # 18
What you need to accomplish the next two months:
Step #7 Know your manager’s job.
Step #8 Rate your manager’s skills
Step #9 Rate your manager’s strength/weaknesses
Weekly schedule
Schedule for week # 1 through # 3
Step #7 Know your manager’s job.
Your present manager is, or should be, the top management position in your company. To get to know his/her job in more detail requires you to spend a great deal of time with the person. Not to make too obvious, ask a lot of question, ask for advise and make suggestions etc. You are observing your superior manager because in the very near future you will be doing the same job (in a smaller company though)
Schedule for week # 4 through # 6
Step #8 Rate your manager’s skills
Take a good hard look at the person who is running your company.
1. I don’t mean just superficially, find out who he/she really is.
2. Prepare a profile of the person’s:
a. Habits
b. Style
c. Moods
d. Likes/dislikes
What does he/she do all day?
1. Hours of work.
2. Work habits?
3. Concerns:
a. About the company?
b. About him/herself?
c. About the employees?
d. About financial issues?
Schedule for week # 7 through # 8
Step #9 Your manager’s strength/weaknesses
Take this week to rate your manager’s strengths and weaknesses.
Compare your strengths/weakness against your manager’s and see how you measure up.
1. How would you manage the company?
a. Make some of the decisions (but keep them to yourself)
2. What would you change if you had control of the company?
a. Make a note for all the changes you would like to make.
3. What decisions would you make differently?
MONTH # 19 and # 20
What you need to accomplish the next two months:
Step #10 Prepare and mail your broadcast letters.
Weekly schedule
Schedule for week # 1 through # 8
Step #10 Prepare and mail your broadcast letters.
Your only goal for the next two months is to write a dynamite broadcast letter and mail 100 letters every two weeks for the next 8 weeks.
MONTH # 21 and # 22
What you need to accomplish the next two months:
Step #11 Get ready for your job interviews.
Weekly schedule
Schedule for week # 1 through # 8
Step #11 Get ready for your job interviews.
After you received a request for an interview, perform a thorough check on the company before you go on the interview.
1. Credit check through D&B.
a. Check their credit rating.
2. BBB check.
a. On line check through BBB from the state the company is based in
3. Industry checks on the Internet.
a. Goggle the company and see what you come up with.
b. Check-out their website.
Call the company and find out who the owner is and if it is not the person on your list, don’t waste your time, but call the person who requested an interview with you and ask the following questions.
1. First, tell him/her you are calling to confirm an appointment.
2. Ask if you get to meet all the owners of the company.
3. If not ask why not (find out who is making the decision hiring you).
4. Be bold you have nothing to lose.
5. Ask how long they have been looking for a top-level manager?
You can expect to mail-out a lot of resume and go on many interviews. Take your time and select the right company that is perfect for you.
You can expect to take a cut in pay (you are looking to work for a much smaller company) and you can expect to work log and hard hours.
The right company is a company you can be the President or CEO and make positive changes.
MONTH # 23 and # 24
What you need to accomplish the next two months:
Step #12 Interview for your next job.
Weekly schedule
Schedule for week # 1 through # 8
Step #12 Interview for your next job.
I would suggest you go on as many interviews as possible so you select the right company for your purpose. The position of a top-level manager with a small company can be extremely challenging (and rewarding), so be sure you select the company that is right for you.
How To Go From Mid Level Manager To Top Level Manager In 12 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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