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Mgmt 501

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As a General Manager in the service industry and my team and I are responsible for achieving or exceeding our assigned sales, profit goals. When I describe what I do, I usually start with this very simple statement: I am an effective leader who develop others, drive improvements and deliver results. One of my primary responsibilities is in the area of organizing. The text defines organizing as assembling and coordinating human, financial, physical, informational and other resources needed to achieve sales goals (Brasfield, p. 246). I spend at least 25% of my time allocating work across my team and removing obstacles that may impact my team’s progress. My goal is to ensure that my team is set up for success and that we utilize/engage the resources available to us in the most effective and efficient manner.
Planning is another key area of focus. For example, one of my responsibilities is to lead the process of building our Strategic Plan. As a part of this process, I identify opportunities to grow incremental sales, work with my team to quantify the opportunities, engage with marketing to develop customized solutions to capitalize on the sales opportunities. I typically focus on longer term opportunities, while my team is laser focused on executing the plan. My team and I met monthly to review sales performance and make the appropriate adjustments if necessary. I have learned, sometimes the via the hard way, how important it is to build an environment in which the team is motivated and inspired to give 110% every day and it takes a significant investment of time to develop a culture in which everyone on the team thrives. Based on my experience, this can be achieved by setting clear objectives and establishing accountability (Brasfield pg. 246) and ownership. It’s also important to treat each person on the team as an individual and recognize what

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