We all know that managers manage, keep things organized, figure out plans, and execute.
I hear they even have  important ‘management’ books out there that new managers get to read, you know, to learn how to be one.

Here is something simpler to consider.   Every manager is primarily a teacher, not just a ‘manager.’  Nearly everything your company’s managers and leaders do teach someone something.  Even your customers.

A few examples are in order—first, even companies teach by their policies.  Some are planned and others just develop by accident.

A few years ago, a local department store brought in an outside, very experienced new CEO.  Her first task, she said, was to halt the constant sales at the store, she wanted to go to a more traditional retail environment, where sales were a promotional surprise for the customers.  She failed miserably because for two decades their shoppers had been taught to expect regular sales.  So, they kept waiting for the next sale and when it never came, forgot to continue to shop there.  Within sixty days, the new CEO changed her mind.    It was like being taught that Columbus discovered the new world only to find out he really didn’t.  We know it may be true, but we don’t re-write the history books.  Once taught, lessons tend to stick.

Think about the airlines’ seat pricing predicament.  We know that you can pay different prices depending on the day and even time of day.  Nothing is more irritating than finding out you paid hundreds of dollars more than your seatmate.  The airlines have taught us that there really is NO set price. It angers pisses us off. Imagine buying a car and finding out your neighbor bought the identical car for thousands of dollars less…what would you think about the car dealer?   We all want a low price, I understand, but what we really want is a low, fair price.  We want to be treated equally.  It is no wonder that we mistrust the airlines’ complaints, they have taught us to believe their prices are unfair.

At Costco, there are weekly specials on a  few items that are unbelievably low priced, but only available for a short time.  They have trained us to buy right now.  Buy it today, or it won’t be on the shelf next week.   Same for WOOT.com, the popular deal-a-day website.

One time, I had a friend of mine working for me.  He was starting a new company on the side, and wrote in his new business plan that he was the architect of our unique sales program.  He wasn’t, and even though the manager, the true architect, said it didn’t bother him, I had to let my longtime family friend go.  Intuitively, I just knew that it was an irrevocable mistake and if I let it pass, our sales leader would no longer trust me.  Deeds speak volumes.

We have a young mentoring program here where more experienced reps mentor brand new sales reps, informally.    They soon realize that in order to be better teachers and mentors, they have to kick their own performance up a notch.  In short, the new people are watching them all the time, for hidden clues on how to be a success.  It is hard to say that excitement and passion pay off with better results if you yourself are not constantly excited and passionate about your job.  They notice.

Once we had an all-company meeting where I had to make an announcement, and as I was doing it, one of our managers corrected me in front of the entire company.   This might sound like small potatoes but think of the message that little example sent to the company.  The message or lesson was that we don’t have our act together, to everyone there that day it seemed that ‘they’ don’t even know the facts.  I don’t mind being wrong, it’s not that.  But little things matter and add up.

Here is a common example.  Every company has the high moral ground staked out.  Personally, I don’t know any CEO-type who does not profess to run an ethical company.   Drucker says it.  But, in those high ethical companies you might find a  sales department that allows poaching of accounts or worse, different commission programs for different sales people.  What sounds good up in the pulpit, in other words, is not being acted upon out in the pews.  Again, little things.  People will quit over principles more often than almost anything else.

Another example is about respect.  Most companies will say they believe in it, sort of like they say ‘we’re for profit.’  Well, duh.  It is much harder to confront issues of disrespect when they occur because so many issues  seem insignificant at the time, like a sexist comment that may or may not be.   Or, the inappropriate cartoon on the lunch room wall.  These ignored transgressions teach that you accept this behavior or, at a minimum, don’t know how to correct it.

It’s best to confront, solve and fix at the moment.  If nothing more than to preserve your teaching ability. BTW, this is NOT easy to do.

(Tip of the hat to Paul.)