Genuinely plan time to manage
A planned 1-to-1 that is regularly cancelled is not a reliable managerial ritual. The time needed for junior development should be considered a component of the manager's role.
Observe before interpreting
Results and KPIs provide signals. Observing a preparation, listening to a few calls, or attending a situation allows for much more precise understanding of what is happening.
Diagnose before prescribing
“You need to make more calls” can be a good response. But only if the problem truly stems from volume. The difficulty could 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 to construct their own analyses and decisions.
Know how to gradually withdraw
A Business Manager may be autonomous in one activity and still a beginner in another. The level of support must therefore evolve competency by competency and not solely based on seniority.