Atiba holds brief weekly meetings to remain updated through scorecards but avoids day-to-day operations.
Posted: Sun Jan 19, 2025 6:45 am
The key is bringing in his manager upfront, not as a surprise replacement. Atiba’s contract states he'll be their contact, setting expectations. This process retains access to Atiba when necessary while anguilla email list empowering his manager to build his own relationship with clients. It lets Atiba strategically engage while his head of client services manages tactical communications.
Regarding current responsibilities,
For example, he has a 30-minute weekly meeting with his client services manager to review scorecards for each client. The manager raises any client issues that need my input. Next, Atiba has a 15-minute meeting with the client services manager and the production manager overseeing getting work done. They cover cross-functional topics. Then, Atiba has an hour-long managers meeting on Fridays. All managers present scorecards on their department's status.
Atiba focuses more on guiding department heads to eventually fill CEO-level roles and directing innovation initiatives rather than production. Empowering his team to replace themselves happens on both ends—for managers and frontline staff, Atiba says.
His frontline employees follow Standard Operating Procedures (SOPs) for their roles, and he encourages them to improve these documents continuously. When they master their jobs, Atiba hires new frontline workers to train as their replacements. This process lets them move up as new people take on their former responsibilities. It creates a cycle where people scale into leadership roles while ensuring someone is always ready to fill their old ones.
Regarding current responsibilities,
For example, he has a 30-minute weekly meeting with his client services manager to review scorecards for each client. The manager raises any client issues that need my input. Next, Atiba has a 15-minute meeting with the client services manager and the production manager overseeing getting work done. They cover cross-functional topics. Then, Atiba has an hour-long managers meeting on Fridays. All managers present scorecards on their department's status.
Atiba focuses more on guiding department heads to eventually fill CEO-level roles and directing innovation initiatives rather than production. Empowering his team to replace themselves happens on both ends—for managers and frontline staff, Atiba says.
His frontline employees follow Standard Operating Procedures (SOPs) for their roles, and he encourages them to improve these documents continuously. When they master their jobs, Atiba hires new frontline workers to train as their replacements. This process lets them move up as new people take on their former responsibilities. It creates a cycle where people scale into leadership roles while ensuring someone is always ready to fill their old ones.