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:
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 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 “New Manager” needs to be empowered to:
At delivery unit level the “New Manager” is accountable for:
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: