Employers want their best people—especially their best managers—to solve problems, set new benchmarks and be innovative. If rewards come for getting paperwork turned in on time and there's no recognition for improved employee satisfaction, it's easy to see how most managers will prioritize tasks.
If you want your key people to truly add value and not get stuck in the process or theory stage, consider whether your organization supports these tips from National Restaurant Association partner Red Book:
Data and reports: Top managers want key data so they can adjust or build on what's working or take corrective action when something's out of line. You can help them by providing an environment where managers have tools to promote analysis and action plans based on that data.
Compliance and standards: Maintaining brand standards and regulatory compliance are critical activities for all organizations, but they should be regular, ongoing processes - not something that requires daily intervention from the manager. Does your organization ensure all employees are aware of and deliver on your standards every day?
Communication: Does your organization rely on Post-it notes, or is there a formal plan for communicating critical news? If your manager's key communication tools include Sharpie markers and push pins, they could be missing an opportunity to discuss the reason for the communication and the chance to respond to concerns.
Opportunities: Top managers don't want to spend their work days in the extremes of crisis management or dull routine. They seek an environment where routine responsibilities are handled quickly and efficiently and that gives them access to the right resources to quickly resolve crises. That allows them to work on projects that provide more challenge or creativity or move forward the organization.
This content was provided by Red Book Solutions.