What's the most prevalent managerial practice today? What's the second-most prevalent? The answers may surprise you. 'Neglect' and then 'Interference' – aka 'micro-management'. Do either of these make any real contribution to the health and growth of the organization, or to the health and growth of the individual employee? Clearly, the response is 'No!'.

It has been said, often, that while 'responsibility' can be delegated to others, 'accountability' can not. This is a good reason why a manager would want to remain close to the action in terms of the performance of his/her subordinates, especially if a subordinate is new to the role. It is, after all, the neck of the manager that's in the sling! The 'trick' is to be close enough to be able to monitor and support, but not so close that true learning is impossible. A fine balance!

If there's a Mandate in place the task is simpler, yet not guaranteed. Some form of direct supervision is essential to the mental health of both parties. A Performance Management contract will fill the bill, and it's relatively painless to set up and sustain. There's an 'up-front' part and a 'follow on' component too, both designed to bring focussed awareness and peace of mind to both sides.

Initially, the manager and employee need to feel comfortable with the broad approach being taken, that is with the general strategy. This is made manifest in a Business Plan, a Budget and a Personnel Development program. Next, to ensure the Health of the organization, there's a need to define the Critical Measurement Indices – the pulse points that will tell you that the business is 'on track'. These two actions will 'set the stage'.

Monitoring these 'pulse points', and progress against specific Deliverables or Goals that have been agreed to, is the ongoing consideration. To round out the picture, and give true assurance and comfort, there are two other key indicators – current Critical Issues being handled and New Initiatives being considered. This four-point description can be referred to as a Status or Variance Report. Its frequency in submission will vary with the comfort level of the parties involved. Also, it's better that it does not become a routine behavior or 'ritual'.

Discussions in depth can be focused on those items in the Status / Variance Report that really need attention. Interventions will be specific and constructive. The rest is an opportunity for 'positive reinforcement', a commodity that's generally in very short supply.

Understanding how this management tool could assist you to be even more effective in your managerial role, may be enhanced by contemplating the Case Study that's currently in the Staying in Touch section of the Andros Website. This could be a very good investment of twenty minutes of your time and attention. We hope you will benefit from the experience. If so, please tell your friends, and that includes us!