Transactional Managers: Is This Old-School Approach Killing Your Company’s Productivity?

 

What’s The Alternative? Go for Results.

 

Conversely, we have a sales manager who says, “Do what you have to do. I want to see some good results.” A salesperson might make only four calls a day. She might call on two customers a week and write three proposals. She might even be so audacious as to leave a half-hour early. But she’s at 200% of quota for the quarter. Which type of salesperson is more valuable? The one who follows the rules and accomplishes nothing, or the one who is so efficient and effective that the company can count on her to be successful no matter how long or hard she works? The latter. It’s a no-brainer: she’s contributing far more.

 

 

I do believe there are generational factors at play with these two types of management. In my experience, when younger managers assume leadership positions over long-standing employees, they need to be aware that many of their subordinates might have worked under transaction-based supervisors in transaction-based companies throughout their careers. That’s what they know and how they operate. This contrasts the approach of younger managers, who typically think more creatively and with a greater orientation towards results. They need to be aware of the people with whom they’re working and adjust their style to accommodate for folks who may not have that same creative juice or nonlinear thinking style. Maybe they need some more structure and task-orientation to reach the goals; maybe they need some exposure to new ways of doing things. They’ll get there, if the manager leads them.