RE: Career Planning in Management and Beyond
I’ve been struggling with a question the past few weeks about my career path in this industry.
Right now, I’m currently employed by a company that deals mainly in residential retrofits and service. We compete with some other large residential companies here in the Atlanta area.
Recently, I became manager of their newly formed warranty department with the charge to build a team and grow it. I also included training in my job description as its one of my passions. My vision for the company is to help every HVAC related department (service, maintenance, warranty, install, and sales) to become better at their tasks.
My conundrum is that it doesn’t feel as if the higher ups in the company want to invest in doing things “the right way”; gross profit margins, budgets, and bottom lines receive much more focus.
I’m trying to be understanding of the forces at work here against the company. We were recently bought out by a larger company out of state with the goal of growing. It seemed like I could be a force for good by injecting best practices into our growth plans, but I’m constantly reminded that the company is much more interested in growing quickly rather than growing correctly.
Should I, as someone who values honesty and integrity, continue to stick with a company that doesn’t share my core beliefs? Or should I continue to try to make a change for the better where I’m at?
Thanks in advance for the help.
I would argue that it is your responsibility as the manager of your department to show upper management why doing the right thing IS the best thing for the bottom line. Upper management by nature is detached from reality at the ground level and having a realistic perception of what’s going on at ground level is the exception to the rule and not the norm. It’s your job to be a conduit between what’s happening on the ground and their 10,000′ view. I know it’s a tough sell because very few upper management take the time to gain that perspective, just like very few guys at the ground level grow into upper management positions (just stating the facts here). Take the time to be exceptional and learn their perspective so you can “sell” them your goals and intentions through their point of view. Once they realize the value you’re bringing to the table you’re in an even better position to implement real change. An important secondary skill is knowing when to pick and chose your battles.