MarketingProfs' Members Register for B2B Forum 2010 for just $695! (good until 11/30) »

Ask your question ... sign up today! It's FREE!
Strategy     
 
This question has been closed, and points have been awarded.
Taking Control In A New Job
Posted By: saragoldberger on 11/11/2006 10:42 AM (CST) 250 Points
Having recently started in a new position (July) I have landed in what can only be described as a can of worms and I have had to (still actually) do a lot of fire fighting trying to leverage what my predecessor left behind. I do not want to be seen as somebody constantly criticising history, so I have just kept at it and got things off my desk.

For a lot of reasons my predecessor was kept out of the daily PR&Coms work which is still the case. A typical example is me just finding out that we are co-organising a seminar with one of our members. This was decided in July with a following planning meeting in September and I was told 10 days ago.

You might guess that this cannot go on and I need to re-educate my colleagues and take control over matters that concern PR&Communications. But how to go about with out angering all my colleagues? When I have been kept in the picture they are happy with my achievements, but it is too much ad hoc.

Many thanks in advance.



Posted by: W.M.M.A. Accepted Answer
11/11/2006 11:28 AM (CST)
In many cases, such as these, it requires that you begin to lobby your position and recommendations to the closest superiors, who can/will validate and support your position. When you believe you have enough power, you must begin to negotiate your position. There is no other way. And, as with any negotiation, you must be willing to do two things:
1. Walk away from the table.
2. Compromise and move forward at a slower pace.

If one of these two are not acceptable, then you must walk away now, or say nothing and move on. If you have a good track record, use it as your strongest tool, along with your vision for success.

You will anger some, you will make others glad that you spoke up, because they did not have the courage or power to do so.

Strengthen your plan with colleagues that will support and not abandon at the last minute.

You must face it straight on.

Randall
WMMA
 
Posted by: Harry Hallman Accepted Answer
11/11/2006 11:58 AM (CST)
Well Sara what have you got yourself into? (;-)

You didn’t say what your job title and responsibility is. Are you a VP over these other groups or are you all equal in “rank”?

Either way I would get them together for a meeting. Take control of the meeting in that you start the conversation with the outline of what you would like to discuss. If you are the boss then the tone should be “I want your input” and “how can I help you.”

If you are equal the tone should be “How can we work together to get the most out of our the marketing and PR for the betterment of the organization.

In both cases let everyone voice opinions and be sure to get out your “grips” in a way that indicates that you want to do the best job for everyone.

Notice I never said demand, implore or force the issues. That is a bad thing for a newbie( meaning new to the comapny) manager to do. You have to earn their respect ten you can be a bit more forceful.

Just my opinion.

Harry hallman
 
Posted by: wnelson Accepted Answer
11/11/2006 11:18 PM (CST)
Sara,

Do you have a defined job description? Does anyone at your firm? Who has budgetary control for these things that are happening without your knowledge? Do you have formal process definitions and review gates?

I'd start by looking at formalizing these things. If you are, by job description, responsible for these events and the budget it takes to pull them off, then put together a sign-off sheet and talk to your finance people. If you haven't signed it, they can't spend it. Put together processes for organizing and reviewing event plans. Make the project plans for events public - on a bulletin board, distributed, etc. Make sure you are seen as the "mover and shaker" in charge versus the victim left out.

I hope this helps.

Wayde
 
Posted by: saragoldberger Author Response
11/12/2006 8:05 AM (CST)
Thanks for the above.
However I must admit I don't fully understand Randall's response. I realise that I can't force myself into their professional remit, and I do have the management's support. No, they are not my equals - all of them, but we are a small organisation and a European, so even if their titles include Director their doors are still open and our organisation is a flat one so that's not the problem. It's the re-education part perhaps, how do you achieve a new behaviour without annoying them?

Best and thanks,
 
Posted by: wnelson Accepted Answer
11/12/2006 9:42 AM (CST)
If it's a small flat organization, go through their open doors and talk to them. Ask them how you can be involved in what they are doing in Marcom. Remind them that the times you were involved were successful and you'd like to help them be more successful all the time.

Wayde
 
Posted by: telemoxie Accepted Answer
11/12/2006 11:31 AM (CST)
It's sometimes dangerous to give advice based on very little information... and we have very little information about your industry, your title, your organization...

So let me describe a hypothetical situation, which might or might not be your situation.

Suppose that there was an unpopular marketing person. The organization got tired of this person, and let them go, but still needed specific tasks accomplished. They hired an experienced person, with the idea that this person would accomplish specific tasks. Since it is a small organization, everyone has their own idea of what those specific tasks are - and the sum of those tasks are more than any one person can accomplish. Yet the new marketing person had a different agenda - to force the organization to adopt their vision of marketing, and to jam that vision down their throat if neccessary.

If I were the new marketing person in that situation (which may not be your situation) - I would slow down. I would meet with each and every person that I could to understand each person's requirements and needs from the marketing department. I would go into each meeting with a blank piece of paper and a question - I would not be there to teach, but to ask questions and learn. I would not wait for someone to come and tell me about a seminar, for example, I would actively question each manager about all upcoming requirements and if I could, I'd get their informal confirmation in writing via email. I'd combine those requirements into a consolidated list, which I would review and prioritize with my manager. Clearly I would not be able to accomplish all tasks - and I would need to meet with those whose needs were not being addressed, to let them know your top priorities.

You can't do everything, or please everyone. But I'd rather meet with someone to explain why their project is not a priority, and invite them to meet with my boss, than to struggle with an impossible workload or cultivate enemies who perceive me as ineffective and unproductive by my inaction on their key project.

I do not believe that trust and respect are something which one gets from a track record at other firms, or from a title on a business card, or which your President can order others to give you. Trust and respect must be earned over time.

I'm fairly sure the approach that I would use is not one which is taught in business school... but when I was in the situation I described, it worked for me. Good luck.
 
Posted by: NoStressXpress Accepted Answer
11/12/2006 4:59 PM (CST)
You have a stituation where your colleagues have taken upon themselves to "own" the company's PR&coms process. Sadly, it has been done at your expense and at your exclusion.

Being the "new kid" on the block you are in a politically delicate situation. However, your situation is not unique - many executives have experienced situations in their career where they have been surprised by what others are doing in their area of responsibility. Furthermore, I believe what is frustating you and holding you back from PROACTIVELY remedying your situation is the "FEAR" you have of angering your colleagues. If PR&coms is truly your responsibility and if you were hired and get paid to do it then it behooves you to politely but firmly remind others that you are responsible for all the PR&coms in the company and that your colleagues are not staffed to do this function.

I did exactly this when I found out that other department managers and product managers were doing their own brand of marketing when I joined a large multi-national as the marketing manager. Here's the results I got: They all complained to the President and CEO but soon realized that their helpful activities where in fact not the best use of company resources.

I hope this helps. You can make a good case for yourself by conducting constructive critcism of past PR&coms activities with the objective of demonstrating where improvements would have been realized if you were involved in the process.

Conrad
 
Posted by: Frank Hurtte Accepted Answer
11/12/2006 5:50 PM (CST)
in cases like this I typically let them know the things that could have been done if I were brought in earlier. This includes things like free media, better deals on things, better quality brochures, etc.

A conversation might go like this, gosh for an event like this a promotional poster would have driven 30% greater attendance, I will see if we can get one on short notice, but I doubt there will be time.

Dont forget positive strokes when you are brought in on things early... VERY POSITIVE...
 
Posted by: Amy Madsen* Accepted Answer
11/12/2006 6:31 PM (CST)
I'll provide the pessimistic view point - sorry! I hate to say it, but it sounds like a disaster. Having started in July, some could argue that it's no longer a new job. The company could have a lot of problems. And bringing you on, as fantastic as you may be, may not fix inherent problems. Good luck!
 
Posted by: Stephen Denny Accepted Answer
11/12/2006 6:46 PM (CST)
A few comments on your not-too-untypical situation...

1. You need to score a few big, fast, public wins. I don't know exactly what you do, but nothing succeeds like success. Wins make you marketable in your company. So do something quickly.

2. Begin cross-departmental planning meetings this week with all of your constituencies. Plan out a calendar that everyone can see and post to for the next 12 months. Invite senior management, post it to your intranet, and point people to it all the time. This way, no one gets caught blind.

3. Tell your and their management what you're doing and get their hard-to-refuse agreement. This is a mom & apple pie thing.

4. Once you've done these things, including the wins in #1, and you're still in dysfuntion, tell them so -- meaning your CEO, the people in your way, and everyone that is suffering as a result, publicly. Shame them into getting on board, publicly.

5. If you don't like the response you get out of #4, leave the silly company and go do something more fulfilling with the career you are managing.

Good luck!
 
Posted by: Dare4More * Accepted Answer
11/12/2006 6:59 PM (CST)
Hi Sara,
I really believe that planning is the missing 'link'..You're saying that 'it is too much and ad-hoc'..how about trying to develop a PR Calendar highlighting the main initiatives for every month of the year? You can start with a calendar for the FY 06/07, populate it with what happened betw July-Oct and pencil in initiatives for the upcoming months. Then you could circulate this document to your colleagues and get their feedback/approval. In this way you'll have everyone's agreement and who knows, uncover things you had no idea about...

Hope that helps,
Dare4More
 
Posted by: sowmya Accepted Answer
11/13/2006 4:40 AM (CST)
I think one strategy could be to be direct - ask whoever you report to. If handling the seminar was with in the scope of your responsibilities you have every right to ask, in a non-confrontational manner, why you were not involved in it.

If it is happening from just sheer force of habit, I suppose then you have remind them at every available opportunity that you are incharge of handling all PR/Marcomm activities - you've had lot of suggestions above

Last but not the least, the sure shot way is your boss or someone else senior enough, signal that things have to go through you and THAT is the proper channel. With out that message going through it could be tough going.

Hope this helps...Good Luck
Sowmya
 
Posted by: dot_hughes* Accepted Answer
11/13/2006 9:29 AM (CST)
Sara,
I've walked in a pair of shoes similar to what you're wearing now, (2nd marketer-ever in a company, with the VP leaving 3 weeks after I started.) Changing processes and inheriting an ineffective legacy takes time, and in a smaller company, it's sometimes even harder. I really like Dare4More's approach into providing your team with strategic insight and a framework for planning. When your frustration level seems constant for x amount of time, and if you feel like you're ultimately not having the impact you could; I hope you will address directly with colleagues and managers before walking out the door. You may be at that point now, with 4 months under your belt. If progress is still not being made, walk away knowing that you tried your best, using different approaches. Move on, and apply the learning to the next opportunity. In my situation, I walked away after 15 months, knowing that I tried. I'm a new, one-person marketing dept. for an Inc. 500 company now and what I learned at the other gig is helping me be much more successful now. Good luck and remember no job is worth constant frustration.
Regards, Dot
 


Get more answers ... ReTweet this!

Would you like to post a response?
Welcome to Know-How Exchange!
This is a collaborative community. We welcome everyone's participation.
All you need to do is login. Enter your account info in the box above (top right).
Not a member? Not a problem. Register here (it's FREE and EASY).




Know-How Exchange powered by MarketingProfs


Sponsored Links

Buy a Link Now

Just Released ... Download Today!
Just Released ... Download Today!
Look inside
Included with Premium Membership
User Name:
Password:
Remember Me
Forgot your password?

Top 25 KHE Experts
(Strategy)
ASVP/ChrisB (39143)
Jay Hamilton-Roth (36484)
mgoodman (31658)
mbarber (28529)
Frank Hurtte (24822)
W.M.M.A. (24343)
telemoxie (24010)
CarolBlaha (20554)
wnelson (18695)
Peter (henna gaijin) (16342)
NuCoPro (16053)
michael (15775)
stevea (13066)
thinkmor (10820)
SteveByrneBranding (9826)
PhilGrisolia=Results (9649)
Puru Gupta (8760)
Deremiah *CPE (8318)
Wiglaf (8292)
SRyan ;] (7862)
darcy.moen (7712)
Pepper Blue (7080)
Gary Bloomer (6359)
Mikee (6119)
Michele (5978)
Recently Posted Marketing Jobs
Director of Marketing and Communications
Demand Generation Manager
Marketing/Advertising Faculty
Director of Marketing
Market Analyst
Sr. Field Marketing Manager - Business Intell.
Associate Vice President of Marketing and Corporat
Marketing Manager
[more jobs]

Join over 355,000 members ... SIGN UP!

My email address is and I'd like my password to be .

Already a member? Sign In!

My email address is , and my password is .


HACKER SAFE certified sites prevent over 99.9% of hacker crime.