Why I ask new managers to change nothing in week one
A new manager is expected to show results fast. The fastest way to lose the team is to change the process before you know why it looks the way it does.
In the first week you do not yet know which rules protect a deal and which only protect a habit. Both look the same from the outside. A weekly meeting that feels too long may be the only place where two sellers share what they know about a big account. A CRM field nobody fills in may be the one the owner reads every Friday.
So in week one, collect facts. Sit in on calls. Ask each seller where their deals stall and what they would change if it were up to them. Write the answers down without arguing with them. Talk to the owner about what should be true on day 30 and on day 90.
What changes in week two
By then you can name one thing that costs the team deals, and you know who will resist the fix and why. Change that one thing. Leave the rest for the 30-day review.
PLANKnow why each rule exists before you touch it
FACTIn my experience, many new managers change things in the first days
NEXT STEP ON MONDAYAsk every seller where deals stall. Write it down
The “Fact” above is the author's observation, not a measured statistic.
All answers and guides
GUIDE
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ANSWER
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ANSWER
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ANSWER
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ANSWER
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GUIDE
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GUIDE
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