Digital Marketing

5 Unspoken and Hidden Rules of being a Digital Marketing Manager

Digital Marketing Manager

So finally your company has recognized your leadership potential and promoted you to be the Digital Marketing Manager. But with this opportunity to shine, comes added responsibilities that no one tells you about.

After working for many hours, it’s time that you have several employees reporting to you. Yes! Your employer gave you an opportunity to make your mark and take your career to the next level by making you the Digital Marketing Manager.

But this new responsibility comes with a set of unspoken rules. As a matter of fact, now that you have become a manager, there will be things that you probably never saw coming.

Digital Marketing Manager

Here are the five things that you must keep in mind as you have taken the step forward to lead.

  1. Spotlight

A manager is either loved or hated, but never ignored. Once you become a manager, you come into the spotlight where everyone will be watching you and forming perceptions about you.

Each and every action, word, thought, gesture by you will be observed more keenly than ever before. This is really an uncomfortable position even if you wanted your company leaders and team members to acknowledge you.

You need not be self-conscious about this, rather treat your news powers as an opportunity to define your work culture and prove to your company leaders that they have made a right decision.

  1. Information

As the manager, your team members will look up to you for resolving their complaints and concerns. During this, you will get to know things you never thought you would.

You will probably have to listen to all accounts of workplace dramas, allegations against one of your coworkers, and thought disputes among employees. You may also receive complaints about the matters which are outside of an office. Your subordinates may also bring their personal issues (like health-related concerns or even breakups) to share them with you.

It’s not your job and you definitely can’t solve all of your employees’ concerns. Sometimes it will be appropriate for you to take charge of the situations but most of the times you need to redirect them elsewhere.

The key point here is to understand which situation requires what treatment. There may be times when you have to use trial and error approach to gain this insight, other times you can refer to similar case studies, but whatever you do, you have to remember that your actions may have a broader impact on the company as a whole.

  1. Time

The basic responsibility of a Digital Marketing Manager is to manage the team members wherein you need to identify your high performers and your low performers. You have to be very careful, otherwise, you may spend far too much of your time while doing so.

Therefore, it is pretty important to identify what kind of issues your low performers are having, is it their knowledge, skills or capability or something that they can overcome and improve. If you think that their issues can’t be resolved and you have given them enough opportunities to prove themselves, it time for you to consider whether to keep them on your team or not. Because, the time you spent of trying to fix their issue, you would have given that to develop and empower your high performers.

However, if you believe that your low performers can improve, you must incorporate some coachable moments in your day-to-day interaction with them. These will be situations where you offer real-time feedback, point out what your high performer has done, recognize star employees, and steer low performing ones to be the high performing instead of berating them for their mistakes.

  1. Explanations

Your job as a manager is to incorporate the company’s policies and strategies into day to day actions of your team. This requires consistent reiteration of the company’s strategy and goals and explaining the connection between the two.

In the beginning, you’ll feel you are fine with this arrangement, as you know the SEO answers. Over time, you may realize that no matter how many times you iterate the company’s new priorities; there will always be someone who never gets it and asks you to explain it again and again, repetitively.

Unfortunately, you have to bear with this. Just like people coming to you with their personal problems, they may also ask you about something you might know the answer to (say, other department related concerns). As a manager, it is a necessity for you to have the sound knowledge of company’s policies to answer such queries at your best.

However, if you feel that it’s beyond your area of expertise, it is your responsibility to divert their queries to the concerned department or person who can address the issue.

  1. Loneliness

Being a manager comes with a responsibility to keep things to you alone. Sometimes it can be a information that needs to be confidential or being at odds with fellow managers on some decision.

This can be isolating, moreover, you may find yourself in a position you never imagined you would be in. As an employee, you feel tempted to share the information with your colleagues. But as managers, it is in everyone’s best interest to keep things hidden at times.

If you really have to talk to someone about it, try to find a person who is trustworthy and not associated with your company at all. This way you will be able to maintain your dignity at work without defying your duties as a manager.

Conclusion

Being a manager is not just about taking added responsibilities, it’s a whole new job altogether. With the above mentioned five points, you can make a sound strategy in advance to tackle potential challenges.

Just remember that we are all human! There might be instances where you won’t be able to act or do right at the first go, but you don’t have to dishearten yourself.

Author: Ashish Sharma is the Chief Marketing Officer at WeDigTech, a Mobile App Development Company . He is responsible for marketing activities that have to do with creating, communicating and delivering offerings that have value for clients or business partners.

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