What Do Managerial Leaders Do?

Behaviors of Managerial Leaders

  1. Setting Department or Project Goals
  • Determining urgency and importance
  • Understanding interdependencies with other departments
  • Ensuring alignment of effort with other departments
  1. Planning for Goal Accomplishment
  • Breaking Goals into segments by role, resources, sequence
  • Establishing tasks to accomplish 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
  1. Delegating Responsibilities
  • Determining time/quality demands for tasks
  • Establishing person-task fit
  • Establishing Expectations & Performance Measures
  • Gaining buy-in
  • Establishing agreements for progress reviews
  1. Managing Performance
  • Determining necessary degree of, and maintaining, 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
  1. Critical Decision-Making
  • Differentiating Urgent, Important, and Un-important Priorities
  • Using Sound Judgment
  1. 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
  1. Working with Customers-Vendors-Suppliers
  • Maintaining Relations
  • Managing Negative Relations
  • Leveraging Opportunities
  1. Increasing Consistently Good Performance
  • Capturing Standard Procedures and Best Practices
  • Defining routine expectations vs. principles for non-ordinary scenarios
  • Documenting processes
  1. Reducing Waste
  • Consistently reviewing metrics with critical eye
  • Asking for employee input (remembering WIFM)
  1. Developing Opportunities
  • Staying alert through networking
  • Taking initiative
  1. 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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