The Manager Framework

Having a Manager Framework is like developing your own personal SatNav; a pre-determined route designed to ensure you get to your destination efficiently, on time and avoiding as many bumps in the road as possible.

Just like a SatNav, you may need to re-route from time to time in order to avoid congestion and black spots, but at least with a plan in place you can assess the impacts of your decision on both reaching your destination and the time it will take in order to make a measured judgment of the best course of action.

Essentially it’s about taking stock of the key routines, tasks and activities which, when combined at the right time in the right way with the right people, become a powerful combination to provide the foundation for achieving high team and personal performance.

Creating your own Manager Framework

Your framework should be a list of the most important routine tasks which you carry out in the performance of your job. It will set out the frequency of and the optimal time to perform each task. Your frameworks will provide a logical and flexible structure for your diary which clearly outlines the scope of the job. It will help you to focus on Active Management activities.

Steps to creating your Managers Framework

  • Create a list of daily, weekly and monthly activities
  • Consider is the activity Active, Passive, Direct or Administrative work and challenge?
  • Review the frequency and duration of the activity
  • Review any reoccurring activities. What do you do every day, week or month?
  • Add these activities into your calendar.
  • Review any blanks in your calendar and populate that time with Active time with your team e.g. observation of advisors
  • Ensure you have allocated time in your calendar for preparation time for meetings (team and 121)
  • Ensure you have captured any Ad hoc activities and allocated some contingency time for these activities
  • Review your Managers Framework regularly to ensure you capture all your Active Manager activities and are working to your framework

Manager Frameworks

Your framework should comprise all of the activities required of you in your role as a Manager. To maintain motivation, morale and achieve a high performance level within your team. These are the kinds of activities as a manager you might be carrying out to support this objective:

Active Management

  • Ensure team targets for KPIs, performance standards etc. are met or exceeded
  • Manage team structure to optimise performance
  • Set challenging but achievable individual and team performance targets
  • Monitor individual and team performance
  • Give performance related feedback and recognition to individuals and the team
  • Initiate or recommend HR actions as appropriate
  • Manage the absenteeism process
  • Manage the disciplinary process
  • Manage the individual coaching process
  • Conduct observations to ensure qualitative performance standards
  • Plan the day’s work schedule for self and team
  • Delegate suitable tasks to advisors
  • Manage resource levels to optimum levels
  • Lead by example (positive role model)
  • Identify and change poor work practices
  • Ensure client focus from team
  • Actively seek and react to resolve issues inside and where practical, outside the team
  • Ensure advisors comply to systems
  • Support the team in handling and resolving client issues through encouraging ownership
  • Manage the escalation process
  • Manage the action planning process
  • Manage team meetings and briefing

Passive management

  • Ensure accessibility to team

Individual and team development

  • Take responsibility for team building to ensure optimum performance
  • Match the individual and team training plans to development needs, ensuring alignment with business’s needs and adherence to departmental budgetary guidelines
  • Manage the implementation of any required process changes affecting the team

Individual and team motivation

Motivate the individuals and the team using a combination of:

  • Team meetings, briefings
  • Incentives/targets/recognition
  • Team activities
  • One to ones
  • Staff development
  • Skills development
  • Coaching

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