Making the Jump to Management – Work in Sports Podcast e116 - a podcast by Brian Clapp - Work in Sports

The skills that got your hired to do an entry level job are different than the ones which will get your promoted to manager - here's what you need to develop.Hi everybody I’m Brian Clapp, Director of Content for WorkinSports.com and this is the Work in Sports podcast!I got called out this week.It’s OK, really it is, I loved the feedback and honest opinion of one of our longtime listeners.It went like this - He wrote in to me on LinkedIn and said, I’ve been listening to your podcast from the start, but since I have a job in sports now, it seems like a lot of your advice is geared toward people trying to get in to the industry, rather than growing once they get in it. How do I still get value out of your show?Now, without trying to sound defensive, I explained a few things:* The advice on the show is more global and career spanning than you think.* That if I talk about how to make a great impression, or how to perform on an internship – these still apply to your world now because you are making impressions every day…and while not on an internship, the tips and ideas of how you should act and show spirit are very applicable.* And most importantly, the expert interviews should be up your alley... these are the pro's sharing their journey, lots of nuggets in there that you should be focusing on as your grow in your career.But all that said, maybe he’s right. Maybe I should focus a little more on once you get in, how do you go up?So let’s talk about that exact subject. How do you go from entry level employee – to mid-level management? What skills do you need?Because the skills that got your hired to do an entry level job, are different than the ones which will get your promoted. Get your pen and paper out because here comes your game plan.* Supervision – When I’m promoting someone to a mid-level manager, I have to identify in them the maturity to work with and lead other staff. Are they mature enough to handle controversy, questions, attacks on them and other things that come up as a manager. Can they supervise others and hold them accountable in a respectful manner.* Communication and Intellect - A manager is seen as a resource for employees to get answers – can this person spread and share proper information and be in line with company messaging?* Can they Control the Room – I look at a mid-level manager as someone who has to represent me when I’m not available or on. Can this person control the room? Get everyone moving in the right direction? And stand tall on their own?* Budget Management – if you are a mid-level manager that means you have control over a small team…and that takes budget management to understand financials, operating costs and more. Plus you need to value costs as a metric in your decision making as well. Can this person do that?* Organized – Can this person manage multiple workflows, needs and demands of multiple employees and keep a proper paper trail of everyting from communications to financials?* Collaborative – Can this person work well with others in different departments? So can a sales person integrate well with marketing or pr or community relations staffs? If not, not a* Think long-term – the biggest jump for managers, outside of managing people, is in thinking long-term and strategically. Not just to get through and execute on today’s goals, but to set the goals for the future and hold people accountable.* People person – I don’t promote people who aren’t relatable and good listeners – managers listen, managers help, managers see what needs doing and do it. If you aren’t a people person, get back in your spreadsheet, you aren’t a manager.* See the broader business – as a new employee you see your silo, you become the master of your segment. But at some point, to be promotable, you have to see the business as a bigger...

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