A Pragmatic Introduction to Middle Manager Fundamentals: Part 3 - Manager Performance Management

About Middle Manager Fundamentals, Part 3. Manager Performance Management

Manager Performance Management

Using tools, techniques, and procedures to manage, develop, correct, and reward manager performance.

Middle managers are solely responsible for the performance of their line managers. If a line manager is underperforming, it is the middle manager’s job to do something about it because there is nobody else to do it. Performance management is difficult enough for any manager, but managing manager performance, and at a distance, is exceptionally challenging.

The Manager Performance Management (MPM) process detailed in this short book will give middle managers clear direction and practical processes to follow when managing the performance of newly appointed line managers and experienced line managers and addressing line managers’ underperformance. The Manager Performance Management (MPM) process outlined will also provide middle managers with a professional process to follow, when having to formally address line manager poor performance issues.

Case Study – New Manager Induction Objectives

The middle manager thought he had found the ideal candidate to head up an important business unit. The line manager he appointed had the right industry knowledge, the right people management experience, and said all the right things at his interview. Unfortunately, this new manager failed to live up to expectations.

During the first twelve weeks of his appointment, he had made little or no improvement in sales, service, or team productivity. There were also many complaints from team members about the new line manager’s reluctance to support them when the workload was high and that he spent too much time in his office. When this line manager’s probationary review came up, it was deemed that he had met the required standards and was consequently issued with a full contract of employment.

The reason why this new line manager successfully completed his probationary period was because the company’s probationary procedures focused on what a new manager had to learn during the probationary period and not what the manager had to achieve.

Achievement objectives will give a newly appointed line manager not only clear direction and focus, but (more importantly) it will also give the middle manager something more substantial to review during the probationary period and to assess when the probationary period comes to an end.

Setting newly appointed line managers achievement objectives as well as learning objectives are basic Manager Performance Management practices.

About Middle Managers

Middle Managers

Accountable to senior management,

Responsible for line management,

Indirectly responsible for employees

Middle managers are accountable to senior managers. They are responsible for the performance of line managers and indirectly responsible for employee productivity. Middle management is by far the most challenging role there is in management today.

Middle managers are accountable to senior managers for implementing and achieving company goals