Management Skills
Over 80% of people leave a job because of their manager. I’m determined to lower that percentage for my team. I manage with a mentor attitude, a built and earned trust and autonomy with delegated accountability for each team members’ work. Here are some highlights.
Financial Forecasting
As EKR Director, I assisted in the start of financial forecasting for our team in 2023. As an agency there are two gross profit metrics we measure to so it was a new learning curve to wrap my hands around, but easier for me than most with an MBA and financial knowledge foundation.
Financial metrics we measure to include compensation metric ratios, Agency Gross Income (the adjusted Gross Profit for agencies), and more.
Adaptation through 3 Restructures
There will always be change and change isn’t easy. At Relic+EKR we went through three huge changes (not including COVID!) that have impacted by career path: a department restructure, an acquisition, and a big round of layoffs.
First, as a specialist, the PR/Content team was split and re-joined within the year. Second, I was PR Manager and handled all communications for our acquisition of EKR in addition to helping mesh two cultures. Third, as one EKR director with two EKR teams, we experienced a round of layoffs that left me as sole director of EKR and one new team to re-build trust and move forward together.
Assembled Leadership Training
In 2024, I was finally able to assemble and implement the inaugural leadership training for Relic+EKR. Utilizing Harvard Business Review’s “Manager’s Handbook,” each new manager was now assigned the reading. Current leadership was each assigned a chapter for presenting to their peers. All trainings were recorded, kept and utilized for future curriculum for new managers.
Wrote Internship Framework
While just a specialist with no management role, I created the agency’s first internship framework as an 8-page Google Doc. It was implemented in the department while I was a manager and soon pieces became the internship philosophy throughout the agency over the next 5 years when I was director.
Tested First Project Management Role in the Agency
With the project management software fully integrated, our accounts teams were struggling to keep up with client work/relationships and internal project flow. With CEO sign off, my accounts director went to an AM/PM conference to learn more. Afterward, I suggested a pilot test of a project management role in conjunction with the account manager based on the conference. It was approved, piloted, and green lighted as a success in less than 90 days.
Delegated Creation of 100-day Client Plan
Client retention was a goal and an issue at the agency after the acquisition. After stabilizing the team, I found a resource with sound data and this idea of a 100-day client plan. I delegated this plan creation as a goal to my accounts director and assisted her in building this plan. I oversaw and approved the process and cost expenditures.