The role of the line manager
Line managers have responsibility for directly managing individual employees or teams. In turn, they report to a higher-level manager on the performance of those employees or teams.
Typically, the management responsibilities carried out by line managers (particularly front-line managers) might include:
- day-to-day people management
- managing operational costs
- providing technical expertise
- allocating work and rotas
- monitoring work and checking quality
- measuring operational performance
- developing their people.
Managers are also responsible for supporting the wellbeing of their teams, preventing ill health, monitoring workloads and ways of working when required, and seeking support from occupational health services to deal with cases of ill health.
Understanding and interpreting University Strategy
You will need to be:
- clear on the impact of strategic goals
- clear about how your team contributes to the University's success.
Managing performance
To manage performance, you will need to be:
Allocating work and rotas
You will also:
- manage operational performance
- plan the aims, objectives, and priorities of the work area
- delegate work appropriately, ensuring work is covered in absence.
Coaching and developing
You will need to be:
- inspiring and motivating staff to aim higher and perform at their best
- empowering individuals to take responsibility for their development goals
- using effective listening and questioning techniques
- using goal-setting
- offering positive and constructive feedback.
Day to day people management
This will involve:
- creating a culture where staff feel, inspired, motivated and empowered to deliver
- leading by example
- performance appraisal and recognition
- employee engagement; building a positive relationship with your employees by enabling trust
- promoting equality and diversity by treating all staff fairly
- employee voice and communication
- work-life balance and well-being (attendance management, stress management).
Managing staff remotely
Managing a remote team or remote member of staff calls for a different leadership style. We've included some handy tips.
Keep the communication lines open
Working from home for a prolonged period can feel unstructured and isolating for staff. This makes it important to keep communicating. Weekly or even daily contact, by phone, by Microsoft Teams or in online meetings will help your staff feel involved.
Keep an eye out for individual staff members and their specific circumstances
Each staff member is different and has different needs. Some may need more social contact than others who are less bothered by social isolation. Many staff members are not used to working from home. Ask them how things are going from time to time.
Trust your team and focus on results
Focus on results rather than activities. If you’re not used to working from home, you may feel the need to control your team. This is futile and is neither productive nor motivating.
Set clear expectations
Set clear expectations about required results and, if relevant, the frequency of progress reports, meetings and any follow-up and what shape these will take. Also decide who will be available when.
Organise contact moments and invest in your team
What many people find difficult about remote working is the lack of direct contact with colleagues. Organise online meetings for the whole team. Update them – by email or in a phone call – about what is going on at your department, institute or faculty. Make sure that everyone is included in the communication.
Use the right technology for the right situation
Modern technology and the internet have made working from home easier but it can also have a downside. Technology is worthless if you don’t use it properly. You won’t solve a conflict by email, a brainstorming session without video won’t be very efficient and putting everyone in cc in all your emails will mean that no one reads their mails anymore. For each goal, use the right technology in the right way to achieve the results that you are looking for.