Part Six - An Interim Assignment

With the introduction finished I went about organizing the one-to-ones with each of the team members.

When I do this, I make sure that I go to their office and their domain. I shadow them for an hour to understanding the day to day structure, and more importantly, how they interact with their direct reports and the operators. Don’t bring them over to your office - which is far from a level playing field - you will not get the inside track on what they are all about. This is pivotal to gain their trust and support going forward.

The first one-to-one is always with your internal customer. In this case, the seasoned professional Sales Director, Mark Winters. Mark was a tall, slim man, his short dark hair showing flecks of grey and he was immaculately dressed, clearly highly motivated and outspoken in his arena. A Yorkshire man so I knew I would be buying most of the drinks going forward. The only thing we had in common when we first met was that we were the same age.

Mark had been with the business six months before the black April of the ERP switch on. In that time, he’d managed to grow the sales using his influential skillset and charm. Mark was very outspoken about the lack of product being generated and didn’t mind who he told. Including the business owners – ‘the grown-ups!’

One of the hardest jobs in any manufacturing organization is Sales. I have total empathy for the external Sales people who are constantly on the road, plying for business in difficult market conditions. Compounded by the lack of service from Operations can be soul destroying. Firefighting issues instead of growing business. When you firefight for any length of time you end up being burnt out.

Imagine how difficult is it to go to an unsatisfied customer who has once again has not received their order to ask for new orders? This is stretching the relationship and friendship a little too far. Really, it’s no wonder Mark felt aggrieved and let down by manufacturing.

‘So then, you’re going to get us out of this mess, are you?’ Mark asked as he shook my hand.

‘Yes, with your help we can.’

‘It’s a bloody mess. Not sure how long I can keep my team on board and motivated.’

‘Who’s on your team?’ I asked, trying to diffuse the moment. Remember two ears one mouth.

‘Well, I’ve got Julian and Tim. Key account managers for the biggest two customers. Rachel is our Internal Sales Administrator, she’s an absolute diamond. We’ve also got Sanjay and Phil who are Area Sales Managers and we are also recruiting one more for the industrial markets.’

‘Yes, I have heard of Julian. He’s causing a little disruption with the planning?’

‘Rightly so if you ask me. The factory is not producing the right amounts of the correct products and his customers are screaming.’

‘Yes, but it does not help when he demands the plan to change just for his clients. It disrupts the whole business. More set-up, more downtime and it’s a spiral we cannot get out of.’

‘Well we need the product. Simple as that.’ Mark retorted. I backed off as this was beginning to become a confrontation not an initial meet and greet.

‘Anyway, good to meet you but I’m afraid I’m going to have to get on a weekly progress call with one of our biggest accounts. The weekly bollocking with no answers and certainly no support from operations.’

‘Really? Why aren’t operations on the call with you in support?’

‘They never turn up. We are left with the sharp end.’

‘Where’s Scott in all this?’

Marks demeanor changed again.

‘Don’t talk to me about Scott. He’s a nightmare!’ Mark scurried off to his unrequited phone conference call.