What Qualities to Look for in a Manager?

by andrewthomas 8 replies
My business is at a point where I need to hire a full-time operations manager.

I've never hired anyone before, except for temporary contract/day-labor type stuff, where the only requirement was basically just to show up on time.

I will be working side-by-side with this person for 2 months, before leaving the country for the 10 weeks. They will not be managing employees (yet), just the day to day operations of the warehouse.

Priority 1, it needs to be someone I trust. How do you determine trustworthiness in an interview? Or is the best way to try and find someone in my network... a friend of a friend that someone I know can vouch for?

Priority 2 is the ability to solve problems independently, and to determine creative solutions to new problems.

What are the most important qualities that you look for in a manager?

When you've determined those qualities, what is your process for identifying someone with those qualities? What are your interview or training tactics that are effective at weeding out those not suited for the job?

Compensation: I'm considering doing a position that is full-time with benefits. Am I asking for a world of headaches in doing this? Would it be better to do a 35-hour a week type position and avoid the full-time status if I can? Will doing less than 40-hour full-time affect the quality of the candidate pool?

Just some things I'm thinking about. I'm curious to hear from those with hiring experience.
#offline marketing #manager #qualities
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  • Profile picture of the author Dan Riffle
    You'll get a better response if you post in the correct forum.
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    "Arguing with...strangers on the Internet is a sucker's game because they almost always turn out to be, or to be indistinguishable from, self-righteous 16-year-olds possessing infinite amounts of free time."

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  • Profile picture of the author JohnMcCabe
    Pick up a copy of Perry Marshall's 80/20 Sales and Marketing book. He has a couple of excellent chapters on just this subject (hiring the right people).
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  • Profile picture of the author savidge4
    Lets start with some basics... #1 "Full Time employment is an average of 30 hours a week or 130 hours in a month." according to the IRS - and that's all that really matters. #2 don't even think of dinking around any of this.. hire fulltime or don't, but don't skirt it by an hour, because over time you will work them more, and they will slam you with the labor board ( not my personal experience talking, but I have stupid friends LOL )

    WHO TO HIRE... you want to run a warehouse... Find a guy or gal just out of the military.. all of the qualities you are looking for.. and if they happened to run warehouses in the service even better. shouldn't be to hard to find
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  • Profile picture of the author Manipal County
    visit for more info indian enews
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  • Profile picture of the author Jason Kanigan
    Agreed on the military background...in the US can be a good indicator of someone who takes things seriously. Ask them to tell you a story about something they put their heart into. You want someone who has certain values.

    And yes, definitely make sure you're Dept. of Labor- & IRS-compliant. People can get squirrely if they feel they've been taken advantage of...right or wrong.
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  • Profile picture of the author tanvir2018
    Top 10 Qualities of an Excellent Manager

    An excellent manager taps into talents and resources in order to support and bring out the best in others. An outstanding manager evokes possibility in others.

    1. Creativity
    Creativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.

    2. Structure

    The context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.

    3. Intuition
    Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their *deeper understanding. * The stronger one's intuition, the stronger manager one will be.

    4. Knowledge
    A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become *transparent, * focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.

    5. Commitment
    A manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.

    6. Being Human
    Employees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.

    7. Versatility
    Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness * this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness.

    8. Lightness

    A stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.

    9. Discipline/Focus
    Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.

    10. Big Picture, Small Actions

    Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details.
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  • Profile picture of the author Connann
    why don't you outsource it and make your business liquid so you can hire a manager in Upwork.com ?
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  • Profile picture of the author SARubin
    I recommend reading everything you can find by a man named Peter Drucker.

    If you've never heard of him, just Google him. And you'll quickly discover that his name is almost synonymous with "management training."

    A lot of his stuff is a bit old school, but most of it is timeless.

    And I agree with Savidge and Jason, that someone with a military background is a good place to start. Just don't let that be your only criteria.

    Speaking from experience... when I was in the Army there were a lot of great, highly disciplined people. But there were also a lot of lazy doofuses, who only did the bare minimum they had to. (to stay out of trouble)

    Finally, (and this comes from my experience as an employee... and as a boss) when you do find a trustworthy, organized person for the job... I highly recommend you take care of them, and treat / pay them well.

    Few things can destroy moral quicker, than being made to feel un-appreciated.

    An employee who feels like a valuable member of your team, will often go the extra mile for you. By contrast... an employee who is made to feel like a piece of replaceable office furniture, will do the least they can get away with, just to keep their job.


    Originally Posted by andrewthomas View Post

    My business is at a point where I need to hire a full-time operations manager.

    I've never hired anyone before, except for temporary contract/day-labor type stuff, where the only requirement was basically just to show up on time.

    I will be working side-by-side with this person for 2 months, before leaving the country for the 10 weeks. They will not be managing employees (yet), just the day to day operations of the warehouse.

    Priority 1, it needs to be someone I trust. How do you determine trustworthiness in an interview? Or is the best way to try and find someone in my network... a friend of a friend that someone I know can vouch for?

    Priority 2 is the ability to solve problems independently, and to determine creative solutions to new problems.

    What are the most important qualities that you look for in a manager?

    When you've determined those qualities, what is your process for identifying someone with those qualities? What are your interview or training tactics that are effective at weeding out those not suited for the job?

    Compensation: I'm considering doing a position that is full-time with benefits. Am I asking for a world of headaches in doing this? Would it be better to do a 35-hour a week type position and avoid the full-time status if I can? Will doing less than 40-hour full-time affect the quality of the candidate pool?

    Just some things I'm thinking about. I'm curious to hear from those with hiring experience.
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    "It all boils down to psychology, and numbers"
    SARubin - Direct Response Copywriter / Advertising and Marketing Aficionado
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  • Profile picture of the author Jason Kanigan
    Oh crap! Rubin, you reminded me to say something really critical here:

    Andrew, don't be afraid of making a mistake!

    You probably will. Hiring is damn hard. We make hiring mistakes all the time at TCE. And it costs us, every single time. It's unavoidable. People perform well on paper and in the interview. Maybe we notice a red flag but, "I like this person, if we give them a chance I think they'll do well" overpowers it.

    Sometimes they do shine. Sometimes they don't.

    I got hiring training 20+ years ago in college and have been reading about hiring ever since. And the most common statements I've seen about hiring are versions of these:

    "Everybody thinks they've got a great gut feel for who is a good candidate."

    "I would have had better results by pulling a name on a piece of paper out of a hat."

    Don't let this be your anxiety barrier. Figure out your hiring criteria and a deadline. Meet some people. Make a decision. Set clear expectations and enforce them. If the expectations aren't met, fire fast. It's OK...every legit business owner I've ever met complained they sucked at hiring.
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  • Profile picture of the author Mckenziesmith
    Cultural Affinity.
    A Positive Attitude.
    Prioritization.
    Warmth and Competence.
    Empathy.
    Accountability.
    Honesty.
    Patience.
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  • Profile picture of the author CoolMitchelle
    Atleast he should have proper knowledge about the roles and responsibilities and guide the team properly
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