Performance Management Structure

Dear Accountant,

Step 9 preparing line managers for their new roles

In my last post I showed how line managers are contracted into their new responsibilities for income and authority for expense in pursuit of their delegated objectives.  
 
Now to ensure they have the right attributes for the job.

The back of the job description sets out what they need and what they have. Any gaps will  be filled with development which the practice / business will provide.
 
This foundation sets up regular performance appraisal between boss and line managers which I’ll cover in my next post.

With kind regards from

Duncan

Founder

This third series of posts reveals the steps needed to progressively evolve a practice into a business advisory business by learning to ‘take its own medicine’ first.
See the overview here https://www.runagood.com/consultancy and if you wish to jump ahead to see what’s coming, ask here or to see what’s already been posted here.

Duncan Collins founded Runagood® to make practical solutions affordable for owner managers via accountancy practices, profitably, by pioneering AI. He has automated the 000’s of consultancy techniques he learned the hard way during 60 years of running, helping, buying, selling one million businesses large and small. Ask him anything, anytime for free at duncan@runagood.com.

The ‘Runagood® Business Pathway’ takes any client from start up to exit solving their every ambition and problem along the way.
…via a National Accountant Network.