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Most important lesson
learned as a boss:
Work to
earn everyone’s respect; this is
critical. I can’t expect something
from my reps if I’m not willing to
do it as well. I can honestly say
I am in the trenches with all of
them. Second, listen to people;
hear what they are saying.
Accept and ask for their ideas
on how to make things better.
I certainly don’t always have
the right answer. The people I
manage are on the front lines;
they hear what customers are
asking for, need, etc. Listen to
what they have to say—it’s a
great way to grow your business.
Philosophy for successfully
managing people:
I don’t
micromanage. I don’t ask for call
reports, schedules, etc. I feel I
have a close enough relationship
to everyone I work with and
typically know what their days
and weeks consist of. I’d rather
my salespeople be selling and not
spending an enormous amount
of time filling out reports for me.
I also believe in being respectful
of the people you manage and
understand who they are and
what makes them tick. No two
people can be managed the
same way. I try to look for what
motivates people best and play
on that. Sometimes it’s talking to
them about their kids and how
their softball team did over the
weekend. Sometimes it might be
about working out and what the
“diet of the month” is. I know
it’s a fine line, but it’s one I don’t
mind walking. When I need to
be serious, it’s an easy transition.
Last, I tell all of my salespeople to
handle their territories like it’s their
own business. Don’t be afraid to
make educated decisions. If you
treat your territory like you own it,
good things happen.
To create a positive team
culture:
Keep it fun. Work and
travel is hard enough; let’s do
everything we can to enjoy the
time we have while with our
work family. If people enjoy
work, they will perform. All but
one of my sales reps have been
with me and Peerless for more
than 12 years. That’s a good
track record in this industry.
Best advice for other people
managers:
Get off your high
horse and don’t be afraid to
work hand-in-hand with people.
I see too many managers
who think they are above it
all. That’s really not the case.
You need your team probably
more than they need you. My
door is always open; I know it
is a cliché, but anyone in our
company can walk into my
office and ask me anything or
just vent. Be a team player;
it makes the whole dynamic
that much easier. Engage with
them; know who they are, what
motivates them. Always offer
words of encouragement, make
them feel good and special.
That too will make each of them
better at what they do. I love
sending random notes to my
staff, acknowledging things they
have done, accomplishments or
just as a pick me up.
Best boss ever:
My father. I
worked for him during high
school and college. He taught
me so much—most importantly
being respectful of the people
you manage and not to be
afraid to get personal with them
and get on their level. He also
told me something that I do to
this day: say good morning to
everyone. It might seem silly,
but it is a nice way to start the
day and helps connect you with
everyone in the office. Last, he
taught me to write everything
down—keep a list. If you do,
you won’t forget to do anything. I
assume this is why I am neurotic
about getting back to people—in
a good way, of course.
Dan Edge
NATIONAL SALES MANAGER
PEERLESS UMBRELLA, NEWARK, NEW JERSEY
NUMBER OF DIRECT REPORTS:
15
NOMINATED BY:
DEBRA AMATO
For the past 25 years, Dan Edge has been somebody’s boss—
either at Peerless Umbrella, where he’s been for 19 years, or at a
lighting company where he worked for seven years. In that time,
he’s honed his people skills and learned some valuable lessons
about leading others. His core conviction is that he trusts his
direct reports to do what is best for their territory.
“Dan enables each regional sales manager to run their territory
as if it was their own business,” says Debra Amato, who has reported
to him for the past 18 years. “He doesn’t micromanage salespeople
who report to himand he doesn’t requiremassive amounts of
reports or paper work.” Instead, Amato says Edge focuses on what
the teamcan do to improve their
relationships with their customers and
become better partners with them—
and she credits himwithmuch of the
supplier company’s success.
“I have worked at Peerless for many
years and feel that Dan Edge is a
major reason that Peerless has had the
success it has over the years. He allows
each salesperson to do what is good
for their territory within reason and
will offer whatever support necessary
to help accomplish your goals.”
Debra Amato
with her boss
of 18 years,
Dan Edge.
ONE-ON-ONE WITH DAN EDGE
Get off your high horse and
don’t be afraid to work
hand‑in-hand with people.
DAN’S COOL FACTOR
His ability to not
micromanage his
salespeople. “If he knows
you are working and doing
your job and the numbers
are there, he empowers
you to do whatever you
need to do within reason
to help increase sales
in your territory,” says
nominator Debra Amato,
regional sales manager.
2016
50
|
OCTOBER 2016
|
FEATURE
|
Best Bosses