I once read this definition of what it means to be a leader, according to Bloomberg‘s CEO, Dan Doctoroff:
– Big vision
– Delegate on great people
– Relentless focus on execution
These days, Joan Pau Fisas, the HR manager at InfoJobs, and myself have been discussing how can we develop a model for managers that helps them know if they are leading according to the company’s culture and values.
We have not finished the model, but these are my reflections, so far:
– Big vision: We need managers that contribute to the company’s vision and ambitions. If we want a sense of unity, shared goals and commitment, managers have to be involved in the definition of the future of the company. I would measure their performance with a qualitative evaluation, answering to the following questions:
. The 3-year-plan for the company has a clear contribution from this manager.
. The team led by this manager perfectly knows our destination and has the chance to discuss it and contribute.
– Delegate on great people: First, one of the most important manager’s duties is to have the right people in the right positions. And then, she has to have the ability to delegate effectively. Being a manager is more about helping others do, than actually doing. And how would I measure?
. The team has to have a minimum (90%?) position-person fit, according to soft and hard skills described in the job description.
. The manager can be evaluated with a Net Promoter Score for managers, a concept that my boss has just invented. The team would answer with a scale from 0 to 10 to the question ‘Would you recommend your boss to a colleague?’
– Relentless focus on execution: Managers make things happen. You have to actually see with your eyes their contribution. And how do you measure execution? This one is probably the easiest one:
. The team and the manager achieve their goals. You can measure the results.
. If the time frame is not long enough and it’s too early to see results, you can always measure the execution of the milestones in the plan.