Manager Performance Factors from Jen Briggs.xlsx

	A	B	C
1	Manager - Performance Factors
2		+/-/~
3	Business Processes/Adminstration		Rules, norms, governance - Sets processes and procedures that both optimize the potential for excellence and help manage an acceptable level of risk. Manages the delicate balance of unnecessary bureaucracy and company controls.
4			Support functions - Ensures finance and accounting/IT/HR/contracting, etc. are providing support to sales and operations and creating a system for healthy business performance
5			Checks, balances, and security - creates a business ecosystem that nourishes integrity and accountability. Supports Company Z's potential to be a key partner in government contracting and model for information security.
6	Operations and Client Service		Client retention and services - leads the delivery of top-notch service. Makes appropriate balance of personal touch points with key clients. Proactively approaches contract renewal to gain advantage
7			Future focused capability and capacity development - ensures the collective and individual wisdom is prepared for the client of the future. Attentive to the talent bank.
8			Resource optimization - leads the application of collective wisdom, individual effort, and capacity. Manages the dynamics of hiring, creates a talent-value pipeline, and human investment.
9	Revenue Acquisition		Leverages opportunities with current and past clients to create organic, opportunistic, and long term revenue streams. Attentive to pricing dynamics and leverages opportunities for higher margin work when possible.
10			Value stream management - leads the innovation potential for pivoting to and creating new opportunities for revenue and value creation. Stays in touch with trends and ways that Company Z can distinctly solve problems and serve needs.
11			Creates a vibrant market-facing image of Company Z as a dynamic, intellectually relentless partner, solver, and carrier of a torch for great symbiotic relationships. Leads an image of marketplace distinction.
12	Investor/Shareholder relations (IR)		With the board chair, helps to ensure an effective flow of information between the company, investors/financiers, and members.
13			Manages and collaboratively resolves any competing interests from the varied stakeholders.
14			Drives for key business health indicators to optimize a recapitalization scenario. (EBITDA, cash flow, earnings, margins, pricing, etc.)
15	Leadership approach		Models the values and philosophies of Company Z to the many constituencies
16			Leads with the healthy balance of drive, passion, and pushing for intellectual relentlessness and the pursuit of excellence
17			Creates a monitoring system to know when to be hands-on and hands-off. Delegation and engagement based on the needs of the business and people.
18			Monitoring and dashboards - creates a transparent system that reinforces the Company Z values and philosophies and provides insights in to current business health (financial and sociological) and future projections.
19			Talent and succession - deliberative and driven about choices for leadership and talent. Strategic approach for leadership roles and people that will help the company stretch in to the future.
20			Decision making - manages a good decision making framework between the board, leadership team, and a network of appropriately distributed decisions and transparency. A leader in the art of being decisive, collaborative, consultative, and cooperative as Company Z moves through phases of growth and change.
21	Democracy factors		Effectively teaches through clear communication and follow up
22			Communicates clearly, unafraid of conflict
23			Sets effective boundaries and clarifies role boundaries for others
24			Self reflective and admits own errors
25			Shares power and has confidence in other's capabilities
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27	Credit: Jen Briggs (minus the Democracy Factors)
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