"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 118 · 9 months ago

Ryann Dowdy: Choosing The Next Manager to Lead the Team


You need to select someone to lead your team. 

What should you look for in a candidate, especially if you are promoting from within? Too many leaders choose for the wrong reason and it usually ends up a disaster. 

Ryann Dowdy has a checklist of qualities to look for and she shares them in this power episode. Worth a listen!! 

It is a key point of stress for every company, no matter this size.

Enjoy it and make sure you have your notes handy.

Don't forget to subscribe and share this episode.

About Ryann Dowdy

Sales and Business Coach Ryann Dowdy helps high-achieving women leave their 9-5 and build a 6-figure business by teaching them how to master sales conversations and the mindset work required to make a total identity shift.

Author of her new book "The 100K Sales Method" https://100ksalesbook.com/

Before starting her own business, Ryann spent 15 years in the Corporate world building multi-million dollar sales organizations for start-ups in the marketing space. From sales rep and individual contributor to Director of Sales – Ryann has mentored, managed, and trained thousands of sales reps.

Ryann’s coaching business, Uncensored Consulting, has helped hundreds of women get their first clients, leave their day jobs, and take back control of their lives. By teaching tried and true sales strategies that aren’t dependent on social media or trendy tactics, Ryann focuses on the art of building relationship and human to human connection.

Connect with Ryann:


About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

Support for this episode comes from PCG digital. It is anywhere from difficult to impossible to manage every aspect of the changing digital landscape. Rather than trying to do it yourself, why not leave it to an award winning team of Digital Marketing Specialists who have mastered at all connect to your message with more potential customers with PCG digital. Go to PCG digitalcom for more information. How do you choose the next person to lead a team in your organization? For example, you have a sales team, you need to place a new leader in charge of that team. Now you could hire someone from the outside and and you should follow these same checkpoints that we're going to talk about, but a lot of organizations like to promote from within. So if you have individuals on the current sales teams, how do you know which person you should be elevating to that leadership position? Well, that's what my guest is going to help you with today. Ryan Dowdy is a sales consultant who has helps organizations build thriving sales teams and, more importantly, she helps identify the right person to put in charge, and she has her checklist of characteristics that are going to help you identify that person, and she's also going to discuss the biggest mistake that organizations make when choosing that individual. So can't wait for you to chat with our and listen to her. So let's dive into today's power episode of you're in charge conversations that spark change with Ryan Dowdy. Okay, so let me ask you then, if someone, one of your client said, okay, Ryan, I have a team of ten people. I have to choose the next person to lead this team, how do I figure out who on this team should be in consideration for that role? How do I figure that one...

...out? Well, first, since versus, ask them, right, who actually wants to be in leadership, and then ask them why? HMM, because I have found that oftentimes it is because they want to get out of the grind of sales, which is not a good reason to hire them as a manage right, okay, man, yeah, I'd love to be a sales manager. I'm really tired of cold calling. Right like that, ain't it right? In fact, we should be worried about that person in general. So I think it's asked who wants to you know, who actually wants the role and why? Step one okay. And then so you're going to have you for the bubble up to the top out of those ten that want it. They want it for good reason. Right. And then I'm not looking just in say else performance. I'm looking at, and this is actually advice I got from someone else who would talked about this. I forget the conversation but I thought it was excellent, and so we started doing this. is now you like go to other people in the organization and say, or people you know, what are your thoughts about them? How? What have your interactions like that been with them? Give them some more don't encourage them to gossip. Right. But like, right, elevating this person to a team leadership position. Is there anything that you would see to that you've seen that would support or, you know, deter from that? Right, because how they work with other people in the organization. Right. And because, again, top sales people are not notorious erring hits right there and drives for telling it. And you figure out how to fulfill this. I don't care. I did my job, you do yours. Right, like, that's a very stereotypical high performing salesperson's mentality. Right. So if they're like, oh no, that guy's jerk like he you know, or this person is fantastic, you know, whatever the case may be. So I think it's fighting out from the other people that they work with day to day what their experiences are, because if they they have to, you know, if they can lead the internal stakeholders, they can lead their team. And then finally,...

...it's looking at a productivity and production. You know what, what productivity are we going to lose by taking this person out of the field or cutting back on their time? And is that something we can afford to do right now? Right? That's kind of the steps that I would look at. is of the Ted who wants it and right, and then let's put everybody else in the organization or other stakeholders that what's your relationship with this person? What do you think? And then from there you're probably going to wind to put one or two candidates and then it's figuring out, you know, who actually has the skills to lead and coach and not just the skills to sell right. So so a couple things. I love those. Those those are really great points. And going back to the person who wants to stop doing their job, that's usually because they see that team leader or manager and it looks like that that's an easier job. They always seem that they're at their guests, they always seem to be on the phone doing something. So I think if it's assuming that we have an environment where that leader, team leader, Sales Manager, is coaching and developing every day. They're working one on one or they're inspecting and they're having these they're involved. So someone realizes well that being a manager is actually not easier, it's just different things to do. It doesn't know. It's a vacation from this. I think number two, which is a very important point when you're looking at that, is a fact, and I like that, when you were saying, how do they work with other people on the team, because now they're going to be on someone else's team. Right now that leader is on, the general manager, the owner, somebody else. Now they have to be in that environment, meant and responsible to someone above them. How are they going to handle that? Can they be at that table? Are they going to be a good team member? I think that's really great one. One additional one that always helped me was I always would ask so if you were running the team and...

...you were asking me that question, saying who should I put in this position? I would say, let me ask you this, Ryan. If you're out sick, you're on vacation and the team needs something, needs an answer, needs help, who do they go to? That person probably is an above average performer because they get results. Number two, they're patient, they're willing to help. There they get along with people. Someone's going to be their approachable like. All of those some sort of qualities that we would like in that leader. Sometimes that's a flag for me to go, oh, that person. HMM, right, because they have those qualities where that I think good leaders need. As you said way back in the beginning, that good leaders have that mentality of listening and they're developing and they're patient without being soft. They want to get results, but they find that way and I but I really like, though, that id I forgot about the one about going to other people outside of the department and asking, because maybe there's a whole different side to somebody that you don't see. We we always bet our best pit forward for our direct manager. Right, HMM. And depending on the size of your organization and the environment of what you work in, that's going to depict things differently, but yeah, I mean there are plenty of people that I worked with in my you know, in person, in office days, where Ye, who they were performance wise versus who they were around the water pooler was two different people. And do you want that person leading others? Okay, so now your brain again here for the audience. Okay. So again we have a people who are listen to this all. A lot of them are in managerial roles, new or experience. Okay. Now the next step is you've chosen that person. A person's going to ask you. Great, I have to take over a team. Now we can look...

...at it both sides. It's a the team is performing well. The reason they're taking over is somebody got promoted up great or where we're placing because the team's not performing. More times and not. That's why somebody's there. somethings didn't happen. So what's your advice to a new manager taking over that team? Right, you just selected that person and they're going to take over this team. What should they do in their first thirty days to help them like? Where should their focus be? What should they do? What shouldn't they do? Walk me through some advice, maybe three, four five things that someone should do in those first thirty days. First things first, have a oneonone, like it solid sixty minute one on one with everybody on the team. Figure out what motivates that person. When you say motivate, what is what do you mean by that? Like, what does that person want or need? Why are they going to be successful? Why are they going to go above and beyond? One of the things that I saw in all of my experience in the approporate world it was always about with the company needed and wanted. Right, the company goal is this. We're behind stockholders. The board did it, it, it, it, it right, like we were constantly driven by somebody outside of ourselves. And the sales people are like yeah, I don't care about any of that. Like right, my family to Disney world for Christmas this year. All right, right, right, right, right, right, right. It's really figuring out, like what, what is their driver that's going to get them to perform? What are they working for? What happens when they hit their goals? What do they want? Why are they doing a more a harder than average job for? Right, like what Quirre they do that? So it's figuring out full of motivators. Don't assume that you know anything. Don't assume that it's money, don't assume that it's your it's what your motivates you and figure it out. That's kind of stuff one, because it's going to endear you to those people and then you're going to figure out how to manager people. That's going to tell you what they want. Okay. So, just on that point, there's two people taking over, one coming in from the outside, one who was is promoted from within the team. You're still doing that under that guy's...

...of don't assume that you know just because you were sitting next to the person doing the job. Yep, okay, right. So that's the first thing I would do. SPIGURE that out. The second thing I would do is I would do real pipeline management without consequence. It's really hard, right, but like, sit down, tell me what is in your pipeline. Do you not blow smoke? Right, not tell me that you have two hundred thousand dollars worth of business closing in the next thirty days? If you do, not being really honest with me, because again we're like, Oh shit, I a new boss, so now I got to tell him I got a inflate. Well, I haven't. This guy never got back to me, but I'm going to keep him in warm and I'm move this and right as projections all of the time. They give me the projections as real as possible for the next ninety days. Okay, and be willing to hear that. Like the pipeline is empty, because if, especially if you're replacing an underperforming manager, the pipeline is empty. Right. So let's figure out how up do the popluon is so we can figure out what we needed to fix it and then map out action plans for each rep based on their pipeline in their rules. Great, right. So I would. I'll give you an example. This morning I had one on one with someone on my team and we're rebuilding some databases, which made some shifts to our idel client, and so, like my my plan for her was by the end of the week. This is what needs to be done. This is success for you. By the end of the week. This needs to be identified. This needs to be done because come November first yours. Your action items are this, right, so it's, you know, figuring that out. The pad one is dry. Why is it dry? What are the action items? How are we going to fix it? Here's your you know, your ninety day plan to make that happen, and then make sure that you are managing that ninety day plan menacally right, like, okay, where we act? What's the activity? What's happening? What's going on? Where opportunities? I would...

...even have some fun with it those first ninety days on the job. Create some spiffs, do some fun stuff, do bonuses, rally around, like really created massive action. And it can be simple stuffs, right, starbucks gift cards if you have an inoffice team, right, bringing in lunch, you know, fifty spiffs that we give away in the PM stand up every day. You know there's fifty bucks to plan, because he went above and beyond for this. Like really make it fun and exciting and try to gain as much momentumus quickly as possible. Great, and then we'll find that your key players will probably rise to the top and the people who aren't going to hack, hack it are going to fall out. And then you'll figure out who you need to replace, because every time there's a regime change, somebody needs to be replaced because they probably needed to be replaced before the new manager took over anyway. Right. And so what I'm hearing is, and I love that, that first thirty days. Then I you know it. Do you see then? If we start seeing momentum, people forget what it took in those ninety days to go and they start to get a like back off, or you really helping them to say okay, once you get it up to this level, then it's groundhogs day, like every day. We're doing this, every day. We're doing this every day. Were doing this. A minute we take our eye off the ball, we're going to start drifting. Is that where you see? Right? So, if we get them to the first three thousand and sixty ninety days and we see that momentum, what? Sure, it is your advice to them? Just keep doing what you're doing. Repeat, absolutely, wash rings, repeate. I love that. The science of sales right, like they say that the what is the science of sales? It's our numbers, it's our metrics, that's our KPI's right. What we just did over the last nine days was we built our pipeline right, and now we have to keep doing that. The good news is is that the seeds that we put in a thirty days ago, they're going to start to close and they're planting new seats. Right, we don't reep. And so in the same he's it. We just got to keep planting seats. It's right, it's we stopped, we start closing deals.

Right, it has to keep going. Yes, and I think for everyone listening, don't don't let what Ryan just said like race by you and you're like Oh, sure, we do it. I would advise you to even help your team break it down to say hey, maybe half of your day is planting, right, and then the you know, a quarter of my day is moving somebody from demo to proposal and then a quarter of my day is chasing proposals to get him in the door, whatever, whatever, however you're moving people through the stages of your of your funnel. But I think to your point is sometimes we because I was guilty of a very early on, as once I got enough opportunities that were in that, you know, pruning to harvesting stage, I stopped planting and then all of a sudden, once all of those either closed or died off, I looked a around and said we will, Oh man, I don't have anything left to move to the next. And I think that is an advice for all of you leading teams. Is Really Helping your team focus on planting, planting, planting, and then deal with it as we move along. But never stop planting those seeds or else you will have no harvest down the road. There you go. Okay, now, I hope you got a lot out of it. I know I did. I'm very aligned with her strategies and what characteristics you're looking for. And, as she said, just because somebody can sell doesn't mean they know how to teach and coach and develop. Most of the time they don't have the Asian so the end, make sure that you're looking at all these different characteristics that Brian shared to help you put the right person in charge of your team. So please make sure that you do connect with Ryan. She as she said, she is here to help you. Her informations listed in the show note. So please reach out to if you have any questions. As always, you know the drill. Please make sure that you...

...subscribe on Apple Or, if you're an Android, you to on spotify or whatever platform you're listening to podcast. We're out there everywhere. Also, you can listen to episode one nine. That's the full conversation with Ryan where she talks about a lot of different information, especially aligning your marketing teams with your sales teams, breaking down those barriers. You can also jump over to Youtube and watch the full episode where you can actually see Ryan and myself as we have this conversation. So again, I thank you so much. It means the world to me that you have spent some time here. I know there's a lot of places for you to consume content, but the fact that you spend time with Ryan and myself today means the world. As always, at the end of every episode I say you're in charge, but now Ryan gave you a few more tools and tips to help you become better, both professionally and personally. Thank you so much. I appreciate everything. I appreciate all the support and I look forward to seeing you on the next episode.

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