Follow-Up...
By Bob Dilmore
In my observation of successful dealers and top managers through the years, there is one significant trait that all of them possess and utilize to the fullest: The ability to REMEMBER the important priorities of their strategic planning, and constant FOLLOW UP with the underperformers or non-performers. When the aggravation factor got too high (i.e., no action after repeated follow-ups), they typically would fire or demote a laggard.
I began to think about "follow-up" recently (you do that when you have a lot of "balls in the air" at one time) and the considerable amount of time required to follow up! I tend to be a micromanager with underperformers, so maybe I'm an exception here, rather than the rule, but I decided to track my time for one month to determine: how much time I spend just following up on agreed-upon strategic plans with my managers, employees, clients, and those who serve me such as CPAs and lawyers?
Wow! Was I surprised when I learned 42% of my time was spent on follow-up. Then I decided to track it by individuals who I have to follow-up with.
Wow again! Of my long list of "people project handlers," I found less than ten were costing me 42% of my time. There's something wrong with this picture, right?
Today, a hands-off management style is certainly the politically correct modern management method. Hands-off lets everyone do their own thing. But does it work with a generation of kids who have been carefully guarded and protected all their lives in the controlled environments of day care, crossing guards and private school–almost never having to bring into play their own independence? I must admit, I don't know the answer here.
What I do know is that it is imperative for any organization to have a strong leader at the helm if that organization is to be successful in this fast-paced, dot com economy. There is only one way that you can be certain you are hiring a leader, and resumes, great interviews, or references are not the answer. Pre-employment testing is the only way I know to identify a potentially great leader.
One of the early practitioners of behavioral profiling and psychological testing told me 25 years ago that only 3% of the population possess profiles that produce leadership. I didn't believe him then. I do now. We have run literally thousands of profiles in the automobile industry ; retail and wholesale – and 3% may indeed be a generous estimation. For what it's worth, I have found that a leadership behavioral profile by itself is not sufficient. It has to be coupled with an IQ test and a motivating values test. If your candidate for a leadership role has the perfect profile but a low IQ, or adverse motivating values, you will spend an inordinate amount of your time trying to communicate – when in reality, your manager just doesn't "get it," or doesn't want to "get it." Therein lies the reason for continued and repeated follow-up.
Today's customer, much more affluent, well educated and savvy, doesn't want to waste time with sales- people who are not educated. This raises that bar in establishing our criteria for great sales executives and department leaders. Think about it.
Isn't it time to consider a Human Resources (Human Assets) manager at an executive level in your organization?
Bob Dilmore is Chairman and CEO of Management Performance Group. bdilmore@dealeronline.com
