Experience managing large teams of staff?

[Undirection]

I have a new role, moving away from being responsible for the business's marketing to managing a junior management team and 20 marketing account managers (all multi national). The company is growing fast and they have had some challenges recruiting for my position. So far I think 85% of the staff are ok/good and the remainder may be challenging for a variety of reasons (low work output, disruptive, think they are better than they are etc.). My task is to instill discipline (arriving on time, meeting/setting targets for performance, etc) and build morale and team working. In many ways the fundamentals are missing which I believe could go a long way to resolving issues which will only increase as more staff join.

Its been a few years since I have managed such a large and growing team and so I'd appreciate some words of wisdom from those of your that are doing this now or have done so recently. What worked well and what didn't?

Thanks

[Matt UK]

They'll watch what you do ahead of what you say.

Never forget an MD who went on a mission about discipline and punctuality, calling people out on it. But seemed to think these standards applied to everyone except himself.

[andy-xr]

More carrots less sticks

The issue you'll have is engagement with people. If you dont have any engagement you become one of those 'do it or else' managers that everyone hates. And people leave managers, not companies

Discipline on a base level is already there in all of us, it's just pulling it out of some people if they really are arsed about moving the company towards its goals. Some wont be, and you'll need to make a decision on whether they're just there to do their job (and that's OK as long as they do it) or whether they're just fking about waiting for payday, in which case you either need to help them do a bit of a turnaround or part ways

It's completely pointless running a time clock because all you get it attendance rather than output, it doesnt work in many places other than line production

The best way to get a team engaged is for you to listen first, then talk

[krisdelta]

As above - carrot not stick, although timekeeping is a personal bug bear of mine.

- Clear communication of objectives, I always have three headline goals for my team
- Dealing with poor performers positively, set timelines / goals and agree then remove individual if not up to scratch at end of plan (as it brings whole team down)
- Ensuring messages from management are cascaded effectively
- Defending team in front of seniors / taking ownership for any mistakes infront of people external to team (clients / seniors) and dealing with any fall-out offline if an individual has messed up
- Take time to support individuals, personal development, career goals etc

Managing a great team is good fun, creating a functioning and high performing team is very rewarding - enjoy your new job and congratulations!

[VEIGHT]

KPI's KPI's KPI's

On a huge whiteboard for all to see.
Daily / weekly, whatever.

Hit KPI's you colour that day / week green, don't hit you go red.

If the whole team goes green for 1 month you take them all to Dublin for the night!

[sideways sid]

In addition to the comments about carrots, make sure that you can deliver the carrots that people want so that rewards are desired and achievable.

Also, don't be shy about sacking a consistent under-performer. Remember what everyone is there to do, and use it to demonstrate that you are serious and there are real consequences. Don't waste your time and that of your junior managers nursing a lost cause when a replacement might become a better team member for everyone.

[CardinalFang]

as above posters have said:
incentives: the key to so many behaviours & change. Get them right & people vote for you, buy from you, sell for you etc
public praise, private punishment.
simple clear, achievable, measurable objectives.
clear, consistent communication.

Something I wish I'd known after putting someone who I was promoted ahead of & thought they should have had my job through a disciplinary process (long-ish story, but happy to outline if you wish), is this...If you feel there's a negative general feeling, or maybe resentment from existing group members who think they should have had your job then take them all aside individually (pub?) & ask them what would they change? Then change something. If it's something one of the disenchanted ones said: excellent. If it's something someone else mentioned: great. If its something no one mentioned: good - 1) you listened, 2) you made a change & 3) you have some valuable info about what's on everyone's minds.