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Cross Country Branch Tour is a Test of Leadership Capability

BY: MICHAEL STERN January 31, 2007


One of the benefits of working in a country the size of Canada is the “Management Tour”: crossing the country or touring a region to visit your company’s local offices, fly the flag, meet the local staff, and generally find out what’s happening far away from King and Bay, Burrard Street or Place Ville Marie.

If your travel schedule calls for such a tour this year, don't think of it as a chance to fall behind on your work while building up airline points. Getting out into the field can be a test of your management capability – and an opportunity to enhance your career prospects.

Just follow a few Dos and Don’ts.

DO accept these tours, even if you get stuck with Red Deer in February while your boss gets Vancouver and Victoria in May. The more experience you get “out there,” the better.

DON’T jet into town with the attitude that “I’m from head office and you're lucky I’m here.” Your regional colleagues will likely be looking out for symptoms of head-office syndrome, so don't give them anything to complain about.

DO “bone up” on local issues, people and geography before you go. Include local references in your remarks or jokes. The more you know about a local city and your colleagues in that region, the more credibility you will have – and the more likely they will want to work with you in future.

DON’T assume that what works for you at home is appropriate on the road. A friend of mine swears by his blue-pinstripe power suit, but when he’s on “the road” he dresses down. Not out of disrespect, but because he knows the local norms and wants people to feel comfortable with him.

(Attune yourself to local culture and personalities, but be genuine. If you never wear blue jeans, your next trip to Chatham is not the place to start.)

DO more listening than talking. If you're in Moncton or Moose Jaw to deliver a message, keep it simple and clear. Whether you're here to gauge reaction to your company’s newest sales initiatives, or explain the latest cutbacks, you’ll get more intelligence – and respect – if you demonstrate that you're genuinely interested in listening to local opinions and experiences. Take lots of notes.

DON’T be in a hurry to leave. Never whisk through a meeting with your eye on the clock. If you're just flying in for an afternoon conference or an important dinner, arrange to stay overnight instead of flying right back home. It’ll create more “downtime” for you to share with your local staff (and possibly with their customers). That will give you a deeper view of what’s really happening at the local level than any formal meetings or reports.

DO get involved in local business. When he arrives in a town at a busy period, one retail vice-president I know makes a point of helping out in a store. He may not know all the ropes, but he can certainly fetch ribbon or help people to their cars. “It’s good to find out how much you don't know,” he says, and his regional teams love him for it.

DON’T say “that’s not how we do things here.” Be open to market differences and innovative approaches. Maybe Montreal and Markham can learn from what’s going on in Moncton.

DO watch what you say. People in the local branch will hang on every word, looking for clues regarding what’s going to happen next and where they stand. Even when things look grim, prepare some positive talking points, avoid derogatory comments about any parts of your company, and remain upbeat. People never tire of hearing how important their contribution is to the big picture.

DON'T hog the spotlight. Take time to praise local management. Let them take credit for the latest breakthroughs, give them quality time on stage, compliment them in front of customers or suppliers. Don’t be stingy: no one in business gets enough praise.

DO get out with local management to call on customers or key suppliers. Your visit can impact not just the local office, but key business relationships. Just like your staff, your local customers want to know that what’s happening in Regina and Rimouski is important to your firm.

If you prepare properly and execute consistently, a successful tour can enhance your stature back at the office. If you return from the field with news of enthusiastic reactions to various initiatives, the boss will be impressed. Come back with new ideas, or insightful feedback from regional customers, and your star will be on the rise.

Longer term, your improved relations with regional management will also pay dividends. If you establish a reputation as a supportive team player, they will be much more likely to follow your lead on next year’s initiatives.

Nurture those relationships, and you’re building bridges that can help you rise through the ranks. Companies are looking for leaders who get along with all types of people – and can unite them in enthusiasm for a common cause. If your objective is the corner office, knowing people in all corners of the organization can only help.