What Makes a Great District Manager?
The position of District Manager varies depending on the industry involved, the department within the corporation and the corporate strategy of empowerment. The characteristics of an effective district sales manager for a national chain of fast-food restaurants would be different than those of a district operations manager for a cement company. Both would ideally have characteristics that mirror the desired corporate image, demonstrate an understanding of corporate goals, portray the corporate value system and produce measurable and predictable operational results.
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Maintain the Corporate Image
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District managers at major pharmaceutical companies are expected to deal effectively with professional medical personnel, including doctors and nurses. Professionalism and in-depth product knowledge play significant parts of that corporate image. Time is a limited resource in this field so personal- and message-time management are skills that must be continuously improved. The great district manager is a role model for everyone in the district.
Understand the Corporate Goals
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Understanding the corporate goals of your employer is an absolute requirement. It is impossible to be a great district manager unless you know how success is going to be measured. The goals for a district manager for a fast-food chain would be to train store managers how to hold employee turnover below a certain level. At the same time his counterpart with an upscale steakhouse chain might well be more involved with menu selection and advertising. Great district managers understand corporate goals and question those that are inconsistent.
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Demonstrate Operational Strengths
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A major strength of all successful district managers is the ability to plan, organize and staff to meet the ongoing requirements of the district's operation. The district manager of a package and shipping business needs to anticipate seasonal personnel requirements. She has to be able to staff to the optimal performance level of revenue versus expenses. A manager in a similar position in a national florist chain needs to plan effective inventory levels and just-in-time delivery schedules during traditional market peaks like Mother's Day and Valentine's Day.
District Development
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Most district managers are responsible for the development of district staff members. Depending on the nature of the organization this can include sales, operations and/or support personnel. A great district manager creates a continuing developmental program that includes a realistic measuring system allowing each participant to evaluate his progress and problems. A great district manager develops great staff.
Measurable Success
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The great district manager's No. 1 trait is his ability to demonstrate measurable success as indicated by the metrics outlined in the job responsibilities or established at the corporate level. This level of accomplishment is enhanced by making management contributions of value above and beyond the job description. The district manager who not only meets or exceeds all revenue and profitability metrics but also develops changes to the inventory system that reduces spoilage by 20 percent, for instance, would be a great district manager.
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References
- Photo Credit Young manager image by NiDerLander from Fotolia.com
