What Do Managerial Leaders Do?

A list of generic tasks to help emerging leaders understand the scope of their responsibilities:

Defining Value Delivery

  • Determining customer objectives and agenda
  • Defining “value” in terms of customer expectations
  • Understanding the effort required to create value

Setting Function or Project Goals

  • Determining urgency and importance
  • Understanding interdependencies with other departments
  • Ensuring alignment of effort with other departments

Planning for Goal Accomplishment

  • Breaking Goals into segments by role, resources, sequence
  • Establishing tasks to accomplish for each segment
  • Assessing resources available to accomplish tasks / goals
  • Allocating resources (human, time, capital, and material)
  • Defining metrics to assess performance and progress
  • Contingency planning for possible alternatives

Delegating Responsibilities

  • Determining time/quality demands for tasks
  • Establishing person-task fit
  • Establishing Expectations & Performance Measures
  • Gaining buy-in
  • Establishing agreements for progress reviews

Managing Performance

  • Determining necessary degree of oversight to assure success
  • Maintaining sufficient oversight
  • Review / Assessment of progress
  • Reinforcing direction and performance standards
  • Improving the sub-par performance
  • Reviewing accomplishments for “lessons learned”
  • Recognizing and rewarding good performance

Critical Decision-Making

  • Differentiating Urgent, Important, and Un-important Priorities
  • Using Sound Judgment
  • Considering incremental and transformational change
  • Recruiting thought partners to help guard against hubris

Productive Cooperation and Alignment with Internal Partners

  • Accessing feedback about degree of own support of partner areas
  • Gaining knowledge of partner areas’ workflow, constraints, & oppty’s.
  • Leveraging knowledge of partner areas to improve efficiency
  • Ensuring self and personnel operate to support company goals

Working with Customers-Vendors-Suppliers

  • Maintaining Relations
  • Managing Negative Relations
  • Leveraging Opportunities

Increasing Consistently Good Performance

  • Capturing Standard Procedures and Best Practices
  • Defining routine expectations vs. principles for non-ordinary scenarios
  • Documenting processes

Reducing Waste

  • Consistently reviewing metrics with critical eye
  • Asking for employee input (remembering WIFM)

Developing Opportunities

  • Staying alert through networking for new opportunities
  • Taking initiative to improve

Reviewing Unit (Department) Progress

  • Intervals of time (i.e. quarterly, annually) or by project timeline
  • Formal vs. Informal
  • Among Department employees
  • For Executives & peers
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