Managerial Practices
Progressing requires more than just monitoring activity.
Truly plan the manager's time
A scheduled 1-to-1 that is regularly canceled is not a reliable managerial ritual. The time needed for the development of juniors should be considered as 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 a much more precise understanding of what is happening.
Diagnose before prescribing
"You need to call more" can be a good response. But only if the problem truly stems from the volume. The difficulty may also come from targeting, preparation, discourse, method, posture, or context.
Teach the BM to reason
Providing the answer can be necessary. But when the junior has sufficient knowledge, the role of the manager gradually consists of teaching them to construct their own analyses and decisions.
Know how to gradually step back
A Business Manager can be autonomous in one activity and still a novice in another. Thus, the level of coaching should evolve skill by skill and not solely based on seniority.