The “New” Manager

Why “new”?

In many instances the role of the manager has been undermined. Often the manager has become a timekeeping supervisor.

It is difficult to envisage any enterprise consistently executing its business plan unless it has a management corps equipped to “convert the effort of their people into performance”.

Ensuring that managers have a pivotal role in executing the plan requires an investment. Managers do not come equipped with the skills, insights and management systems for that role.

The “new” manager needs the competence needs to be effective at two levels. As team leader the manager needs to understand the:

  • “drivers” or motivators
  • decision making dynamics
  • relating aptitude
  • thinking processes
  • the impatience factor and its impact on performance of the individuals being managed

These insights give the manager the ability to manage the team dynamics.

The “new” manager however succeeds only if the unit managed achieves its operational objectives. This requires the competence and means to manage:

  • the utilisation of resources – the manager needs to know whether the talent available matches the talent required to deliver the outputs essential for operational success
  • leveraging the high potential talent and reducing the “performance drag” factor

The manager has a pivotal role, and it will require, in many instances, a rethink of that role. The “New Manager” is responsible for delivery of the plan by ensuring that his unit achieves its plan- aligned objectives. Secondly he is accountable for building the capacity of the unit to succeed in executing the plan. It will require that the skills and effectiveness of managers be upgraded.

The Confidant Group is well placed to provide the skills, tools and management mechanisms to facilitate the upgrading process.

The “New Manager” needs to be empowered to:

  • determine the measureable outputs of roles in order to deliver the plan or unit objectives
  • convert these outputs into a specification of the talent required
  • assess whether the talent, or capacity of the individual, meets the requirement to deliver the outputs
  • plan the improvement of the delivery capacity of the unit

At delivery unit level the “New Manager” is accountable for:

  • establishing and improving the talent available to the talent required ratio , retaining top performers , developing underperforming high potential talent and eliminating performance barriers

To effectively manage the unit, to convert effort into performance, the “New Manager” needs also to understand the contribution of individual team members. Specifically their:

  • “drives” or motivators
  • decision making dynamics
  • relating dynamics
  • thinking processes, and
  • the impatience factor and its impact on performance.