[My Biggest Mistake] Your Management Team: Getting the Chemistry Right

Fred Rottler, left, helped create the environment carried on today by his sons Mike, center, and Gary, right.

We’ve all been guilty of the following at one time or another: We see a manager who’s underperforming, but instead of addressing the issue immediately, we take a “wait and see” approach. We hope the individual will come around, but by the end of all that waiting and seeing, the collateral damage has been done. Performance has diminished in a domino fashion, as the employees who report to that manager slide into a slump as well. Suddenly we realize we’ve lost opportunities — and revenues — and now we have a much bigger problem to fix.

We’ve learned at Rottler Pest & Lawn Solutions that you need to address management issues the moment you identify them. That isn’t to say you tear into the manager’s office with an ultimatum — instead, open a discussion and look for ways to improve. See if some changes will make a difference. If that doesn’t work, that person might be in the wrong role and you should consider finding him or her a different place.

Get to the Source. When I see a trouble spot developing in a management position, I first try to identify where the issue lies — what stands between this manager and the department’s success. It’s typically one of two scenarios

1. After being successful for a period of time, the manager has grown complacent. He or she started with great energy and many ideas, but has slid into a comfort zone where he or she no longer feels the need to look for new avenues for growth.
2. A manager has been placed into a spot where he or she simply isn’t comfortable. It looked like the position he or she wanted, but they didn’t realize how difficult it would be to manage employees, or they do not have the skill set to handle these new responsibilities.

In scenario 1, we try a variety of approaches to motivate, re-energize and encourage the manager — everything from brainstorming new ideas for growth to moving toward a more results-oriented compensation structure. Sometimes these efforts are enough to get the employee back in the game, but other times we find that a role change is necessary.

In scenario 2, we consider whether additional leadership training and education may help. Promoting from within typically means moving someone from a non-managerial role to a managerial role, and you can’t expect that person to innately possess all of the skills he or she needs. But sometimes new tasks continue to be overwhelming despite additional development efforts.

I promoted one of our best technicians, who was also a great salesman, into a management position several years ago. He had the personality, the knowledge, the drive — but it just wasn’t the right fit for him. When I broached the subject, he was relieved. He had been trying to fulfill the role we had chosen for him, but he knew he would be happier or more effective in another role.

Building Relationships. The most important thing to remember in any situation, whether with a manger or employee, is that the people you work with every day are individuals with goals, morale and lives outside of work. It’s important to make them part of your organization. Treat them well, create an environment where they want to come to work each day, give them the tools they need to succeed, and engage them in the business by keeping them involved in company goals and achievements. Give them a stake in the company’s future and reward them when they contribute to its success.

My father established Rottler Pest & Lawn Solutions in 1956, and set an example for building a positive corporate culture. He expected his employees to work hard, but he always treated us well and made us feel proud of our accomplishments. Today, with 106 employees and five locations throughout the greater St. Louis area, we continue that tradition. We’ve organized into small groups who report to a manager dedicated to looking out for every member of his or her team. Just as our technicians build relationships with customers, our managers build relationships with their teams, and those relationships drive our long-term success.

The key is having the right managers in the right places. Get that chemistry right, and you’re on your way to outstanding success.

As told to PCT contributor Donna DeFranco.