In this interview, Dr. Brookmire discusses the multiple issues that can arise in managing multiple generations and varying dynamics between managers and employers of different generations.
Interviewer:
I understand you have released a book recently and it is now available.
Dr. Brookmire:
Yes, The book is titled “Coaching For Success”
Interviewer:
You have also been doing research on generational differences in sales; do you think sales managers need to adjust their coaching approach by generation?
Dr. Brookmire:
Yes I do. I find that there are different styles that work better across the different generations. A person needs to have a flexible management style to the person that they are coaching toward success. If you are a Boomer and you are coaching a Gen-Y sales staff person, they would probably want more frequent coaching and feedback and we find that they are pretty receptive to a senior person providing some help to them. Coaching is not telling or instructing. Coaching is about setting the goal and helping somebody along the way achieve that goal and its future oriented. Boomers would be served well to set the goal and provide opportunities for their Gen-Y sales rep to ask them some questions, to provide your perspective and let them get to that goal in a way that might be different to the way you would get to it.
Interviewer:
Most people think that your manager is going to be older than you but sales is very interesting, because many of the older sales people want to stay individual contributors. Your sales manager can be a lot younger than you. What would you advise someone who has a younger manager about coaching up?
Dr. Brookmire:
I have found in my career that that happens a lot in certain companies. I worked for the Pepsico organization and even as far back as 20 years ago, it was pretty common to have a high potential person who would have at that time, we really did not have all the generations, would have been a Gen-Y supervising some baby boomers, if you look at just the age range. We found the Boomer to be effective in managing up, because its really about managing up, is not to assume that you know everything, not to assume that you are the expert, to be flexible in your style, and to be receptive to different styles that approach you and also to create a good bridge of communications with your boss. I was at one time managing quite a few people who were more senior than me and sitting in that chair, sometimes it can be a little intimidating, thinking of how you are going to motivate somebody who might have 10 to 15 years more experience than you. Taking the initiative to open up that communication and ask for help is going to be a positive step towards having a more effective relationship with your boss.
Interviewer:
You took it as you as a young manger working with some older generations, so if you are a young sales manager working with an older rep what would be some things that you would say do not under any circumstances do these three things.
Dr. Brookmire:
The first would be to let the power of the position go to your head and serve as the expert. Walking into a meeting or a situation with one of your Boomer reps and just assuming that you knew all the answers and acting that way. That is one thing that I would definitely not do. That is where the power and being in that position, people handle it very differently. Second is to realize because of your generation you brings some pretty unique aspects to a Boomer sales staff person, for example, being technology savvy. Boomers tolerate technology and we certainly learn how to use it, but we found that most millennials actually make technology work for them. Don’t assume that your Boomer stay up with your CRM or will be able to do your forecasting on your excel spreadsheet the way you do and on time. The third would be not asking what areas the Boomer sales rep is needing some help in and where you might be able to supplement or get some other resources from the organization which is part of your job as a manager to supplement that persons skill set.
Interviewer:
It sounds like a young sales manager can make two big mistakes, one is acting like they are a know it all and the second is assuming that the older Boomer reps do know it all.
Dr Brookmire:
Yes, that is right.
