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Got a minute? If you're a busy manager, that's about all you have. That's why Carla Cross, management coach, speaker, and author, has created this blog just for you, with ready-to-use tips to master management through people.
Feb
20

Nine Signs Your Manager Must be Fired

By

bus-plan-7-teamHere are the nine big signs your manager must be fired–and some are obvious–but others are just as important but often ignored until it is way too late!

In the next few blogs, I’ll focus on ownership/general manager issues.  The reason I’m writing this blog is that, I am seeing managers go off the rails and try to take the office with them! Unfortunately, clever managers get the support of their agents while not managing properly. With their popularity, the ‘boss’ may hesitate firing them–even when they need desperately to be fired!

Managers are Clever at ‘Buying’ Support–Especially when under Stress

Some get that support by ‘buying’ the agents–giving their favorites leads. Some get that support by creating a flurry of activity, that obscures what’s really going on behind the scenes. I know how hard it is to tell, from an agent’s perspective, if the manager is doing his/her job. As an agent myself, I watched from afar, not knowing exactly what my manager did or didn’t do. I also didn’t know the activities he was supposed to be doing–and the activities he was avoiding or refusing to do.

I’ve screened, hired and coached dozens of managers, both as a regional director for one of the largest franchises in the world, and as an independent coach. I have seen things go off the rails many times–even when the agents in the office don’t have a clue!

The Nine Signs Your Manager Must Leave

1. Refuses to recruit to your standards (minimums)–that means numbers of contacts, interviews, and hires.

2. Refuses to hire to your standards–hires anyone and calls it ‘good’.

3. Refuses to coach agents up–or out; refuses to manage via standards (minimums) of performance.

4. Refuses to do the activities as designated and trained to by the general manager (such as interviewing appropriately or teaching to your culture).

5. Refuses to uphold all aspects of the culture (hires an agent who’s a top producer but doesn’t represent the culture).

6. Takes frustrations and problems with upper management to the agents, when he/she should only discuss any problem areas directly with management.

7. Openly disrespects and berates upper management–both to agents and directly to management.

8. Acts in an adversarial and/or fearful way to anyone he perceives as an authority.

9. Shares things with agents that should not be shared.

In other words: the manager has become a liability to the culture and the office. He/she is not teaming with upper management; he doesn’t have the same vision as leadership; he is fighting for control. It’s your office and you’re the boss. You must exercise your authority now for the preservation and growth of your office.

What did I miss? Let me know and we’ll add to the list!

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