Overview #

The Purpose Of This Policy Is To Provide Direction And Make Provisions For Proper Guidelines On How Heads Of Departments, Team Leaders, Managers Should Efficiently Work With Or Alongside Their Teams.
This Policy Will Ensure Proper Accountability Flow From The Leadership Down To Each Employee, Right Culture And Enhanced Transparency

HITTING THE CEILING – A Must Have 5 Abilities For Every Leader #

1. Simplifying (Less Is More)
As A Minimum Requirement Every Leader Should Be Able To Condense Below
Aspects Down To The Critical Essential Parts In The Following Areas

• Strategies Need To Be Geared Towards The 20% That Will Give You The 80%
• People Need To Be The Right People Sitted In The Right Seats Monthly
• Data And Kpis Need To Be Alligned To The Overall Picture
• Departmental Processes Need To Be Devoid Of Bottlenecks That May Lead To Staff Demotivation And Demoralization
• Issues Need To Be Solved At The Underlying Root Cause To Avoid Repeat

2. Structuring (Structure First Seat Second)

As A Minimum Every Leader Should Ensure They Understand

• What Is Expected Of Their Departments (Kpis,Tragets)
• Be Able To Come Up With Strategies As Per Departmental Expectations
• Determine The Seats The Department Needs Moving Forward

For Any Employee To Fit The Seat The People Annalyzer Has To Be Conducted

And This Needs To Keep On Being Conducted As Per Below Guide

(Frequency: Monthly)

• Get It – Understand What It Takes Technically, Mentally, Emotionally And Physically To Do The Job
• Want It – Really Genuinely Want The Job More Depicted On Behavioral Traits, Attitude, Emotions
• Capacity – Have The Knowledge And The Know How Professionally Do They Understand The Ins And Outs Of The Role Professionally.

3. Predicting (Results, Failures And Correcting Them On Time)

As A Minimum Every Leader Needs To Be Able To Set Both Long Term And Short Term Goals Guided By Departmental Strategies. A Leader Should Be Able To Focus On Results As They Push The Daily, Weekly, Monthly And Eventually Quarterly Activities To Closure.
The Underlying Performance Issues On Deliverables Going Offtrack Should Be Able To Get Addressed And Adjustments Made To Change The Performance As Leaders also Need To Ensure

• One On Ones With Detailed Assistance Or Direction To Employee On Improvement Are Conducted As They Should On Non Performance And Documented
• Paths Hindering Performance Of Their Direct Reports Through But Not Limited To Trainings, Capacity Building are Cleared

4. Systemizing (Departmental Processes And Procedures)

As A Minimum

• All Leaders Are Expected To Sensitize And Guide All Direct Reports On The Importance Of Following The Laid Down Processes And Procedures
• All Departmental Processes Need To Be Documented At A High Level The 20% That Gives The 80%
• A Process Issue Needs To Be Intercepted Departmentally Before Escalation To The HR Department
• All Leaders Should Be Guided By The Laid Down Processes And Procedures

Mandatory Leadership And Management Practices For All Leaders #

I. Giving Clear Direction

All Leaders Should Ensure The Organizational Vision Is Conveyed Through The Various Departmental Visions To Their Direct Reports This Includes But Not Limited To

• • Conveying Clarity Around Core Values
  • Core Focus
  • Your Departmental Goals, Kpis And Targets

 

II. Providing Necessary Tools

All Leaders Should Ensure They Provide All The Necessary Support To Their Direct Reports To Enhance Performance That Includes But Not Limited To

• • Your Personal Time And Attention (Through One OnOnes)
  • Training
  • Resources Required For Job Execution

 

III. Delegate And Elevate

All Leaders Are Expected To Keep On Growing their Direct Reports As Their Growth Will Enable Them Operate At Optimum Level The Process Of Delegate Elevate Needs To Follow Below Guide

• • Culture – The Employee Needs To Have To Constantly Excel In Our Core Values (A Plus In All)
  • People Analyzer – They Have To Get It Want It And Have Capacity

NB:You Can Not Delegate Any Roles As A Minimum If Your Direct Report Does Not Possess The Two

 

IV.Acting With The Greater Good In Mind

All Leaders Are Expected To Set An Example. Communication And Guide To Direct Reports Must Align To Leaders Actions And Decisions.

 

V.Keeping Expectations Clear

As Leaders Expectations Need To Be Very Clear And Documented To Avoid Any Grey Areas As Follows But Not Limited To

• • The 5 Major Roles On The Accountability Chart Both Yours And Theirs
  • Core Values
  • Scorecard Items
  • Rocks

VI. Maintaining The Right Meeting Pulse

All Leaders need to conduct The Level 10As Per Guide And As A Minimum All Leaders Need To Ensure

• • Even Exchange Of Dialogue
  • Issue Solving Track Process Well Followed With Issues Ids From The Root Cause
  • Be In Touch With Team Understand Their Issues And Separate Real Issues From Avoidance Of Accountability
    And Ownership (Keep The Circles Connected)
  • Start On Time Ends On Time Specific Day Each Week

VII. Quarterly Conversations

All Leaders Need To Be In Touch With Their Direct Reports On Touchy But Not Personal Matters In The Work Environment. It’s A Rather Informal Way To Talk About Whats Working And Whats Not Working

 

(This Is Not A Performance Review Nor A One On One )
The Quarterly Conversation Should Focus Around The Direct Reports With The Objective Of Discussing What Is Working And Not Working Around These Areas

• • Core Values
  • Accountability Items
  • Their Rocks