Raising Manager Performance

Dear Accountant,

Step 10 skilling line managers for their new roles  

In my last post I outlined the attributes that line managers need and against which they will be assessed.

Let’s take a closer look at the Operations Manager example...

The principle is KASAB, an acronym from the 5 attributes. The CEO and Line Manager independently suggest what the attributes need to be do the job effectively and the extent to which the manager possesses them.
 
They then share and debate, reaching agreement. Any gaps go into the development plan to be reviewed at the quarterly appraisal meetings.
 
In my next post I’ll look at how this sets the job holder’s motivational career agenda.

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.