In April 2010 I began a series outlining how a canvasser can move up through the ranks of your company. This can be beneficial for you, the company, the canvasser and your customers. You already know, as a manager, you have a lot of responsibilities. If you’ve followed this series I’ve only touched the surface of all the jobs you have and some that could be delegated to a junior person. My objective for sharing this series (and it’s not done yet) is to clarify:
- You don’t have to do everything
- How developing skilled canvassers to help manage benefits everyone
- How this can grow your canvassing department; and company
In April I laid the ground work for identifying entry level people who have the skill, ability and work ethic as a canvasser; and potentially as a field trainer. In May I provided you a plan for identifying when it’s time to move an entry level canvasser to a field trainer’s position; and the matrix they must hit to prove themselves ready for further advancement in the canvassing department (not “up the ladder”, which may suggest more pay, rather more responsibility as a proving ground for their skill, ability and work ethic).
In June I outlined the field trainer’s position (the work load they can take on). In last month’s article (July), I outlined the role of assistant manager, the next step once the field trainer has proven they can produce leads, manage and coach others. This month, I’ll present an overview of my assistant manager or apprenticeship program.
I started with the entry level and we’ve worked our way up the responsibility ladder. I want to be clear here. With advancement comes added responsibility on top of the need to produce leads as a canvasser. The model is designed to be proving ground for potential managers… the kind of person you want at your side helping you manage your team.
In my “advancement to management” program, there are three levels:
- Entry Level Canvassers
- There’s a matrix for measuring a new canvasser’s performance. I can verify a canvasser’s skill, ability and work ethic based on a concrete, proven formula.
- Field Trainer
- The same is true for field managers. In addition to measuring their lead generating performance, they also prove themselves capable, or incapable, of training and coaching other canvassers. Their results are based on their ability to maintain their own numbers, as well as help new canvassers hit theirs. Once again, it’s black and white; measurable.
- Assistant manager (apprenticeship)
- When they reach assistant manager, they’ve proven they have the skill, ability, attitude and work ethic to lead and coach others, as well as maintain a consistent lead production. Measuring skill and ability in the apprenticeship program though isn’t as strict.
Unlike the entry level canvasser and field trainer positions, which follow a matrix to advance, and is based primarily on number production, assistant managers go through a 6 month program; which focuses on 3 areas:
- Recruiting
- Interviewing and hiring
- Daily Management
There’s no matrix or numbers an assistant manager’s required to hit; though you’ll grade them on their overall performance.
The assistant manager will spend 2 months working in each area before they advance to the next; recruiting, interviewing and hiring, and working on the daily management of the canvass department. This would include running meetings and training new recruits in the office. They’ll also fill in when field trainers aren’t available.
Initially, they’ll shadow you on recruiting calls, running interviews and meetings. Once they have a feel for it you turn them loose to make their own calls and run the meetings; and then you observe.
There are only 2 things you need to know to determine if an apprentice is cut out for the job:
- Do they know how to do it?
- Can they do it?
After 2 months you’ll know; it’s a pass or fail grade. Your instinct will tell you if they’re cut out for the position. I’ve seen managers labor over whether an apprentice is right for the position or not, but it’s usually an instinctive decision. Admittedly, that’s a simplification of the process. I get into much more detail with my one on one coaching clients. They get detailed scripts and guidance on the things to implement, when and where to implement them and even how to evaluate your people.
You can assign a lot of responsibility to your assistant manager(s), but keep in mind you haven’t taken them out of the field. They’re still canvassing. In the field, you would measure their lead production the same as that of a field trainer. Their role to you as an assistant manager doesn’t coincide with their canvassing. They’ve simply earned the right to be an assistant manager; to move up to the next level in the company.
You can bump their hourly/salary a dollar or two for the added responsibility, but between the added hours in managing, and the bonuses they’ll earn on their leads, they’ll be making significantly more money.
Unlike field trainers who are measured against a production matrix, where some can hit their numbers faster than others; in the apprentice program everyone goes through the 6 month training. I’ve found it takes 2 months in each area (recruiting, interviewing and hiring and daily management) to really see if they have what it takes to manage effectively, and profitably for you. I’ve mentioned in previous articles, the best people for me, the ones who were the most efficient and profitable, were the ones who developed up through my system.
When I discuss my apprenticeship program with managers and owners often the question comes up, “If I have all these qualified assistant managers, the next step for them is canvass manager and I don’t need a bunch of qualified canvass managers. What do I do then?” The fear is having too many chiefs and not enough Indians; and I’ll discuss that next month.