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Different Types of Managers

__Many managerial tasks

must be done well for a business to earn a profit.

General Managers:Plan, organize, lead and control operation of anentire organization.

Financial Managers: Plan, organize, lead and control collection andayment of money and compliance with state and federal laws

governing money management.

Marketing Managers: Plan, organize, lead and control productresearch, development, advertisement and delivery.

Human Resources Managers: Plan, organize, lead and control thehiring, training and compensation of employees.

Operations Managers: Plan, organize, lead and control theroduction and delivery of products and services as needed to keep

external paying customers satisfied.

In small organizations one person may perform all tasks.Largeorganizations may have an entire department assigned to

performance each task.

Large or small, all of the above must be done well.

THE TYPES OF MANAGERS

With all the efforts those who are managed, the mass, put forth in a regal and often last attempt

to salvage a once positive work environment, at the core of every toxic working environment isthe toxic boss, manager or supervisor that breeds it. All roads go back to the manager. And if the

manager isn't willing to change, then it's a safe bet that nothing will.

That's why to impact long lasting change, managers need to upgrade their style and approach tomanaging their people.

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Throughout my years of coaching managers, business owners and executives, I've been able toidentify seven types of managers. Using these seven types of managers as examples, identify the

critical competencies necessary to become an effective sales coach. It all starts with the way wecommunicate. Which one best describes you or your boss?

The Problem-Solving ManagerThis boss is task-driven and focused on achieving goals. These problem solvers are constantlyputting out fires and leading by chaos. The paradox here is this: It is often the manager who

creates the very problems and situations that they work so hard to avoid. Continually providingsolutions often results in the lackluster performance that they are working so diligently to

eliminate.

The Pitchfork ManagerPeople who manage by a pitchfork are doing so with a heavy and often controlling hand:

demanding progress, forcing accountability, prodding and pushing for results through the use ofconsequence, threats, scarcity, and fear tactics. This style of tough, ruthless management is

painful for people who are put in a position where they are pushed to avoid consequences ratherthan pulled toward a desired goal.

The Pontificating ManagerThese managers will readily admit they don't follow any particular type of management strategy.

Instead, they shoot from the hip, making it up as they go along often generating sporadic,inconsistent results. As a result, they often find themselves in situations that they are unprepared

for. Interestingly, The Pontificating Manager thrives on situations like this. Often adrenalinejunkies themselves, these managers are in desperate need of developing the second most

essential proficiency of a coach: masterful listening. The Pontificating Manager is the type ofmanager who can talk to anyone and immediately make people feel comfortable. This character

strength becomes a crutch to their leadership style, often blinding them to the need to furthersystemize their approach. As a matter of fact, the only thing consistent about these managers is

their inconsistency.

The Presumptuous ManagerPresumptuous Managers focus more on themselves than anything else. To them, their personal

production, recognition, sales quotas and bonuses take precedence over their people and thevalue they are responsible for building within each person on their team. Presumptuous

Managers often put their personal needs and objectives above the needs of their team. As youcan imagine, Presumptuous Managers experience more attrition, turnover, and problems relating

to managing a team than any other type of manager. Presumptuous Managers are typicallyassertive and confident individuals. However, they are typically driven by their ego to look good

and outperform the rest of the team. Presumptuous Managers breed unhealthy competition ratherthan an environment of collaboration.

The Perfect ManagerPerfect Managers possess some wonderful qualities. These managers are open to change,

innovation, training, and personal growth with the underlying commitment to continuallyimprove and evolve as sales managers, almost to a fault. This wonderful trait often becomes their

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weakness. In their search for the latest and greatest approach, like Pontificating Managers,Perfect Managers never get to experience the benefit of consistency. This manager is a talking

spec sheet. Their emphasis on acquiring more facts, figures, features, and benefits hasovershadowed the ability of Perfect Managers to recognize the critical need for soft skills

training around the areas of presenting, listening, questioning, prospecting, and the importance of

following an organized, strategic selling system. Perfect Managers rely on their vast amount ofproduct knowledge and experience when managing and developing their salespeople. Because ofthis great imbalance, these manager often fall short on developing their interpersonal skills that

would make them more human than machine.

The Passive ManagerAlso referred to as Parenting Managers or Pleasing Managers, Passive Managers take the

concept of developing close relationships with their team and coworkers to a new level. Thesemanagers have one ultimate goal: to make people happy. While this is certainly an admirable

trait, it can quickly become a barrier to leadership efforts if not managed effectively. Althoughwholesome and charming, this type of boss is viewed as incompetent, inconsistent and clueless

often lacking the respect they need from their employees in order to effectively build achampionship team. You can spot a Passive Manager by looking at their team and the number of

people who should have been fired long ago. Because all Passive Managers want to do is please,they are more timid and passive in their approach. These managers will do anything to avoid

confrontation and collapse holding people accountable with confrontation and conflict.

The Proactive ManagerThe Proactive Manager encompasses all of the good qualities that the other types of managers

possess, yet without all of their pitfalls. Here are the characteristics that this ideal managerembodies, as well as the ones for you to be mindful of and develop yourself. The Proactive

Manager possesses the:

y Persistence, edge, and genuine authenticity of the Pitchfork Managery Confidence of the Presumptuous Managery Enthusiasm, passion, charm, and presence of the Pontificating Managery Drive to support others and spearhead solutions like the Problem-Solving Managery Desire to serve, respectfulness, sensitivity, nurturing ability, and humanity of the Passive

Managery Product and industry knowledge, sales acumen, efficiency, focus, organization, and

passion for continued growth just like the Perfect Manager

The Proactive Manager is the ultimate manager and coach, and a testimonial to the additionalskills and coaching competencies that every manager needs to develop in order to build a worldclass team.

If you happen to have missed the book launch, my new book, Coaching Salespeople into Sales

Champions has several chapters dedicated to these manager types and how you can transitioninto the Proactive Manager. You can even download a few chapter excepts here.

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contractis an agreement between two or more parties which, if it contains the elements ofa valid legal agreement, is enforceable by law

[1]or bybinding arbitration. That is to say, a

contract is an exchange of promises with specific legal remedies for breach. These can include

Compensatory remedy, whereby the defaulting party is required to pay monies that wouldotherwise have been exchanged were the contract honoured, or an Equitable remedy such as

Specific Performance, in which the person who entered into the contract is required to carry outthe specific action they have reneged upon.

Agreement is said to be reached when an offer capable of immediate acceptance is met with a

"mirror image" acceptance (i.e., an unqualified acceptance).[2] The parties must have thenecessary capacity to contract and the contract must not be eithertrifling, indeterminate,

impossible, or illegal. Contract law is based on the principle expressed in the Latin phrasepactasunt servanda (usually translated "agreements are to be kept", but more literally "pacts must be

kept").[3]

Breach of contract is recognized by the law and remedies can be provided.

As long as the good or service provided is legal, any oral agreement between two parties can

constitute a binding legal contract. The practical limitation to this, however, is that generallyonly parties to a written agreement have material evidence (the written contract itself) to prove

the actual terms uttered at the time the agreement was struck. In daily life, most contracts can beand are made orally, such as purchasing a book or a sandwich. Sometimes written contracts are

required by either the parties, or by statutory law within various jurisdiction for certain types ofagreement, for example when buying a house

[4]or land.

Contract law can be classified, as is habitual in civil law systems, as part of a general law of

obligations (along with tort, unjust enrichment orrestitution).

According to legal scholar SirJohn William Salmond, a contract is "an agreement creating and

defining the obligations between two or moreparties".

As a means of economic ordering, contract relies on the notion of consensual exchange and hasbeen extensively discussed in broader economic, sociological and anthropological terms (see

"Contractual theory", below). In American English, the term extends beyond the legal meaningto encompass a broader category ofagreements.

[5]

This article mainly concerns contract law in common law jurisdictions (approximately coincident

with the English-speaking world and anywhere the British Empire once held sway). Common-law jurisdictions usually offer proceedings in the English language, which has become to an

extent a lingua franca of international business[6]

. The common law retains a high degree of

freedom of contract, with parties largely free to set their own terms, whereas civil-law systemstypically apply certain over-arching principles to disputes arising out of contract (see, forexample the French Civil Code). It is very common for businesses not located in common-law

jurisdictions to opt in to the common law through a Choice of law clause[citation needed]

.

However, contract is a form of economic ordering common throughout the world, and different

rules apply in jurisdictions applying civil law (derived from Roman law principles), Islamic law,socialist legal systems, and customary or local law.

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Some common types of contracts are used in the engineering and construction industry

y Lump Sum Contracty Unit Price Contracty Cost Plus Contracty

Incentive Contractsy Percentage of Construction Fee Contracts

LumpSum Contract

With this kind of contract the engineer and/or contractor agrees to do the a described andspecified project for a fixed price. Also named "Fixed Fee Contract". Often used in engineering

contracts.

A Fixed Fee or Lump Sum Contract is suitable if the scope and schedule of the project are

sufficiently defined to allow the consulting engineer to estimate project costs.

Unit Price Contract

This kind of contract is based on estimated quantities of items included in the project and theirunit prices. The final price of the project is dependent on the quantities needed to carry out the

work.

In general this contract is only suitable for construction and supplier projects where the differenttypes of items, but not their numbers, can be accurately identified in the contract documents.

It is not unusual to combine a Unit Price Contract for parts of the project with a Lump Sum

Contract or other types of contracts.

Cost Plus Contract

A contract agreement wherein the purchaser agrees to pay the cost of all labor and materials plus

an amount for contractor overhead and profit (usually as a percentage of the labor and materialcost). The contracts may be specified as

y Cost + Fixed Percentage Contracty Cost + Fixed Fee Contracty Cost + Fixed Fee with Guaranteed Maximum Price Contracty Cost + Fixed Fee with Bonus Contracty Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contracty Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract

This types of contracts are favored where the scope of the work is indeterminate or highly

uncertain and the kinds of labor, material and equipment needed are also uncertain. Under thisarrangement complete records of all time and materials spent by the contractor on the work must

be maintained.

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Cost + Fixed Percentage Contract

Compensation is based on a percentage of the cost.

Cost + Fixed Fee Contract

Compensation is based on a fixed sum independent the final project cost. The customer agrees to

reimburse the contractor's actual costs, regardless of amount, and in addition pay a negotiated feeindependent of the amount of the actual costs.

Cost + Fixed Fee with Guaranteed Maximum Price Contract

Compensation is based on a fixed sum of money. The total project cost will not exceed an agreed

upper limit.

Cost + Fixed Fee with Bonus Contract

Compensation is based on a fixed sum of money. A bonus is given if the project finish below

budget, ahead of schedule etc.

Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contract

Compensation is based on a fixed sum of money. The total project cost will not exceed an agreed

upper limit and a bonus is given if the project is finished below budget, ahead of schedule etc.

Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract

Compensation is based on a fixed sum of money. Any cost savings are shared with the buyer andthe contractor.

Incentive Contracts

Compensation is based on the engineering and/or contracting performance according an agreedtarget - budget, schedule and/or quality.

The two basic categories of incentive contracts are

y Fixed Price Incentive Contractsy Cost Reimbursement Incentive Contracts

Fixed Price Incentive Contracts are preferred when contract costs and performance requirements

are reasonably certain.

Cost Reimbursement Contract provides the initially negotiated fee to be adjusted later by aformula based on the relationship of total allowable costs to total target costs. This type of

contract specifies a target cost, a target fee, minimum and maximum fees, and a fee adjustment

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formula. After project performance, the fee payable to the contractor is determined in accordancewith the formula.

Percentage ofConstruction Fee Contracts

Common for engineering contracts. Compensation is based on a percentage of the constructioncosts.