Management practices
Improvement requires more than just monitoring activity.
Truly scheduling manager time
A planned 1-to-1 that is regularly canceled is not a reliable management ritual. The time necessary for developing juniors must be considered as a component of the manager's role.
Observe before interpreting
Results and KPIs provide signals. Observing preparation, listening to some calls, or attending a situation allows for a much more precise understanding of what is happening.
Diagnose before prescribing
“You need to make more calls” can be the right answer. But only if the problem is truly with the volume. The difficulty may also come from targeting, preparation, speech, method, posture, or context.
Teach the BM to reason
Providing the answer may be necessary. But when the junior has sufficient knowledge, the manager's role gradually shifts to teaching them how to construct their own analyses and decisions.
Knowing how to gradually step back
A Business Manager may be autonomous in one activity and still a beginner in another. Therefore, the level of support must evolve according to competence by competence and not only based on seniority.