ADVICE:Aoife Coonagh offers some career advice

Take stock before taking action

Dear Aoife

I am sales manager in a small company selling electronic goods, parts and components to the public and corporate clients. I've been having sleepless nights lately as I watch sales plummeting. I have three sales people on a reduced working week and a customer service person/administrator in the office. These people are very experienced and are becoming de-motivated and disillusioned with the current situation.

Clearly we will experience cashflow problems if I don't make more changes fast. I know we have a great product and reputation. We have a loyal customer base - however, they are not giving us as much business as before.

I have spoken to the marketing person in the company for guidance, but there's no real budget for marketing. I'm at a loss. Can you give me some ideas to help get my sales team selling again?

Dear Martin,

I'm sure there are many who can relate to this letter. What you are experiencing is similar to many managers in businesses that in the last 10 years had it easy. Now, clients are questioning every purchase - do they need it and can it be done more cost-effectively?

I'll say to you what I say to all clients in this situation. Stop panicking and think clearly before acting. Approach this logically. As sales manager, you are focusing on exactly those things you need to in the current climate - your staff and ways of developing existing and new business. The chances are, you and your staff, like many other sales people, have simply forgotten how to sell over recent years. You've to go back to basics, get out there as a team and start selling again.

But before you do that, take stock. Get together with your team, ask questions and put a plan together to progress your ideas and priorities. What are your sales figures? Where is the problem? Who are your customers? The marketplace has changed - cash is tight, so your client base has changed.

This means you may have to negotiate, for example on credit. That's today's reality.

You've got to find new customers, re-engage with the old and show them you can do business. Rediscover the value of building relationships and marketing as a cost-effective way of doing this. You say you have a great product - check this with customers. Get your sales staff on phones or in cars to ask them.

If you are right, you'll have testimonials you can use to support your marketing. If you are wrong, you've just identified part of your problem and have somewhere to start. This focus on the customer allows you to re-engage with existing customers and is a good starting point for attracting new customers.

Think of your clients - existing and new - as an audience. You need to be clear who they are and which sectors they operate in. Likewise, they need to know who you are, what your product is and what the benefits are for them. You might send a brochure, letter or e-mail reminding them of your products. You might use the web, speak at an industry conference or go on local radio to raise your profile.

However, in our experience, one of the most important activities any business can undertake is to build relationships with important stakeholders. With your team, decide who these are. Find new ways to network with peers and share information, for example, attending industry networking events and trade shows. Becoming involved in these networks can lead to new business opportunities through referrals, one of the best and most efficient ways of developing your client base.

You need to lead by example, agree realistic targets, and support and challenge your team. With a renewed focus on customers, business development and sales, they will feel more energised and in control of the business - allowing you to sleep better at night.

Move on from resentment at missed position

Dear Aoife

I have been a teacher for 12 years and have recently been appointed as deputy principal. I also applied for the principal post. A colleague got it and I'm unhappy, because it was a bit of a political appointment - he is great buddies with the retiring principal, who was his "mentor" and who sat on the interview board. He has less teaching experience than me. He has not been as actively involved in school planning and extra-curricular activities. I have been year head for transition year for the last two years and I introduced new programmes, streamlined the work experience element and developed an e-learning module.

From September 2009 I have to work very closely with the new principal. Already he is telling me of changes he's planning and I'm not sure about them. I think we need to concentrate on other areas. I'm worried I'm not going to be able to work with him - although personally we get on fine. I normally look forward to September 1st, and should be delighted with my promotion, but I am filled with dread that I may have landed myself a poisoned chalice. Any advice?

Dear Anne

Firstly, congratulations. You have done very well considering the stiff competition for these posts. You clearly demonstrated that you have the skills and management ability to take on a leadership role.

However, I detect a sense of resentment. While you may feel you were the better candidate, the person appointed must have proven at interview that he had the broad vision, skills and capability to lead the school as principal. You must come to terms with that decision - as a professional. Avoid theories about political appointments; all interview boards have to be transparent and assess each candidate against set criteria. Your colleague may have had more to offer in other areas. For example, recently a woman I coached was told on appointment that a factor in her success was her progressive ideas on developing a particular school ethos.

Secondly, you must move on. You need to plan for your new role. You'll need to work out not only what you will be doing and how you'll do it, but how you will work with the new principal.

You are now a key part of the school's new leadership team; together you need to lead and provide direction for your school. This is a great opportunity for you both to develop a shared vision for the school and create the plans to make it happen.

And you'll need to start this before September - so that at the start of the new term you're both clear on your priorities for the first term.

If you haven't already done so, congratulate the new principal, wish him well and ask for a meeting to get things going. Familiarise yourself with the most recent school plan and use this as your starting point. Prepare well for that meeting. If, as you suspect, he has strong views on some issues, you'll also need to understand why he has these views. You'll need to know the thinking and the research from his point of view and from other schools. What has been learned from the experience of others?

Then your counter-arguments, if you make them, will be evidence-based and objective. Or perhaps you may change your view as a result of your research. Focus on the key priority areas in the current plan - you know these from your preparation for the interview. List your ideas and suggested plans for each one.

What ideas do you have for teacher and staff development, engagement and motivation? Think about the other key stakeholders. As your working relationships change with the board of management, parents, pupils and the wider community, are there issues or areas you can influence or change for the better?

You are a professional. Your challenge is to work with the principal and support him. Your career success will depend on how well you manage this relationship. I'd take a leaf out of his book and get a mentor/coach to support you through this.

AOIFE COONAGH is head of the career development unit at Carr Communications. The case histories published are true, but details have been changed to avoid identifying individuals and companies. If you have a problem you would like to see featured, or wish to comment, e-mail askaoife@irishtimes.com