Submitted by bbscompanies on
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I am a new business owner looking for a huge restructure. I took over a pre-existing company and with my partner we have come up with some really great ways to include senior reps who have worked with the company before for some time and have great experience in flourishing environments to come in and coach our existing staff to become more productive.
One main problem is my current staff feeling "imposed upon" or like I've somehow "cheated" on them, so to speak.
This afternoon I am going to be needing to demote my telemarketing manager and put the new, senior telemarketer in the office as the manager.
I have no idea how to do this. I know the stats, I know why this needs to be done, but I have no clue how to tell this girl. She's been here for about a year and has been working on managing the department with out any supervision (the previous owner was lacking in that department greatly) and although she's done a fine job for her training(which was little to none) she's not management material. She slacks off, distracts the other telemarketers and statistically, I need to pay the manager of the department for nearly 3 hours of work to set one good appointment. And frankly, a complaint of the other telemarketers under her is that she takes all the leads and makes the rest cold call.
This girl is also very hot headed and has given me her 2 weeks notice 2 in the past month... I dont want to lose her completely because I think she has the potential to learn and be very very good, but I'm worried that being demoted will make her walk out today.
What do I do?
Any suggestions would be more than welcome!!
Late stage coaching
You haven't left enough time to review the late stage coaching podcasts, but they're very relevant here if she doesn't walk out.
Anyway, you need to be straight with her: you want someone with more experience and skills to take the management job. Key here: It's not about her, it's about putting the right person in the right role.
She may well quit. Accept her resignation, while expressing regret. This may turn out OK. You don't really make a case for keeping her.
After the re-org, make sure your new manager starts to employ the MT trinity (one on ones, coaching, feedback) and you'll end up with a much higher performing group.
John Hack
Call Her Bluff
Outside of other factors, do things professionally and ethically. Under the current labor conditions, I really doubt she will walk. I agree with John, it's not about her, your not cutting her pay, and you want to help her be in a position to grow with the company.
If she resigns, tell her you will give her a few days, set a deadline, and see if she what she does. Be prepared to lock her accounts, and walk her out the door if she blows steam.
Finally, good luck.
JHB "00"