Manager Expectations Guide

Provides tips, considerations and key resources/tools for managers to better support communications and people development

Topic Actions Resources

1
Make being a great manager

Dedicate time to being a manager/leader/advocate for your staff – don’t just “fit it in” between other priorities and deliverables  Manager Hub
 You set the tone – positive energy every day! Clearly communicate your expectations and lead by example  Me@JPMC
 Make decisions, and on a timely basis
 Be accessible and approachable to employees  HWDB Principles

a priority

Create a climate where everyone is treated with respect, with forums that encourage and allow employees to provide input,  Escalation Tip Sheet
challenge ideas and request and share in the ownership and visibility of their work
 Training Central
 Say “thank you” and publicly recognize a job well done (e.g., celebrate in a team meeting)
 Give challenging “stretch” tasks and assignments to provide development opportunities  Harvard ManageMentor
 Give real-time feedback on a regular basis – and ask for feedback on your own performance  Leadership Edge
 Emphasize personal development as an equal priority with business needs
 Handling Challenging
 Establish a leadership learning path for yourself in O&C University
Year End Conversations
 Keep focused on your opportunities for improvement – discuss areas of development with your own manager and seek feedback
 Support diversity efforts and build a diverse team  Blueprint for Diversity

2 “We talk all the time” is not the same as having 1:1’s  Performance
regular 1:1’s with direct

 Sample agenda for 1:1 meetings with direct reports (monthly, at a minimum) Management
Conduct meaningful,

o Key deliverables and priorities, aligned to the business principles  O&C University Road
o Development (e.g., performance management, learning path, goals, etc.) Maps
o Identify any concerns and ensure there is a feedback loop
reports

 Training Central
o Be a great teacher, coach and mentor
 O&C Job Postings
 Provide performance feedback; avoid surprises!
o Feedback should be frequent, current, direct, complete and actionable/corrective, if necessary
o Ensure follow-up plans are executed
o Work with each employee to establish goals, objectives and personal development plans
o Complete a formal review of progress toward objectives and priorities (minimum 2x/year)
o Maintain an open dialogue with employees regarding career development; hold formal career development conversations

3 “I talk to my team all the time” is not the same as having team meetings  O&C Website
Host effective team meetings

 Sample agenda for team meetings (monthly, at a minimum)  O&C Connections

o Firmwide messaging – Key messages and priorities, and the impact on the team’s day-to-day activities  Escalation Tip Sheet
o O&C messaging – Key messages and priorities from O&C senior management (e.g., organizational change, process change,
etc.)  Portfolio of People
o Team Messaging – Key team deliverables and priorities Agenda Offerings
o Topics employees want to address, e.g., Tools/Resources needed, employee concerns (ensure there is a feedback loop)
o Invite guest speakers from both within and outside of O&C
o Reinforce existing tools and resources
o Reinforce the HWDB principles and how they relate to day-to-day activities/priorities
 Reinforce the need to escalate
 Encourage employees to participate in People Agenda events and to network, both formally and informally
 Encourage direct reports to share key messages from management meetings with their own teams
 Schedule skip-level meetings to get a sense of whether the messages are being communicated clearly at all levels

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Manager Expectation Guide (cont’d)
Topic Actions Resources

4  Encourage all employees to:  O&C Training & Development

o Visit the O&C People Page, which contains relevant training curriculum through O&C University, as well as website, includes links to:
information about other available learning opportunities o O&C University
o Participate and engage in O&C People Agenda events (e.g., Lessons in Leadership, Technology Overview sessions, o O&C University Road Maps
etc.)
o New Joiner Orientation
Training

o Create training plans through O&C University (Roadmaps)

o Controls Course Catalog
 Use the Performance Management process to provide feedback and identify areas for development
 O&Connections
 Make sure newly-onboarded employees have the tools and resources they need to be successful. Provide them with
organizational context; partner them with “buddies,” as appropriate; leverage firmwide onboarding tools; and encourage  People Agenda Upcoming
employees to attend the O&C New Joiner Orientation Events Calendar
 Lead by example – be sure to complete your own training and find ways to continually enhance your skill set  O&C People Agenda Event
Handouts
 Training Central
 Firmwide Onboarding

5  Attend town hall meetings and encourage employees to attend; if they cannot, encourage them to listen to the replay  Business Resource Groups
 Encourage team members to attend information sessions, networking groups, etc. (BRGs)
 Encourage employees to proactively identify counterparts performing similar functions across the firm, and ensure groups
are sharing and comparing best practices. Remind employees to work with counterparts to discuss priorities, approach,
Collaboration

market drivers and areas of Audit and Regulatory focus to share best practices, proactively address issues and ensure
consistency (or recognize differences)
 Encourage appropriate regional participation in working groups; consider the impact of global decisions on local needs
 Assist employees with navigating the organization and encourage partnership across LOBs, geographies and regions
 Consider periodically inviting managers from other groups that perform similar functions to team meetings to discuss
priorities and approach, as well as market drivers and areas of Audit and Regulatory focus
 For key matters, encourage creating virtual teams across geographies / functions to share best practices, ensure
consistency and drive resolution.
 Hold yourself and your team to high internal service standards; return all phone calls and emails

6  Encourage staff to find opportunities to:

Ownership &

o Innovate
Process

Design

o Simplify
o Understand the process from end-to-end
o Fully understand exception processes
o Automate manual processes
o Use technology effectively, including collaboration tools

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