Complementary Management Routines
The third model element of Complementary Management are the management routines. These are the specific activities through which management tasks are fulfilled by the management actors. People management routines and structural management routines complement each other to form the management component of a person’s professional activity.
Routines as Concrete Doings
It is not common to distinguish between management tasks and management activities. However, precisely this is the key to a truly action-oriented understanding, because only those actions that take time and are listed in the calendar make management concrete and real. This is why the Complementary Management Model defines a catalog of essential management routines. The term “routines” is just another word for activities and is intended to make it clear that even those that occur rarely must be mastered routinely. Management routines are actor-specific, with most routines involving two or more people. Taken together, the routines make up the management part of one’s professional activity. If we add the purely functional-technical work that managers typically still perform, the total activity – that which fills the working week – is fully described.
People Management Routines
People management routines primarily serve to implement people management tasks, i.e., to create personal performance conditions for employees. A distinction must be made between regular routines, which take place on an ongoing basis, and on-demand routines, which are only carried out when necessary.
There are industry- and organization-specific differences as well as scope for creativity. However, without regular one-on-one meetings, team meetings, and crisis interventions, people management and leadership is ultimately not feasible in a good and effective manner.
And, of course, recommendations can be given to help to optimally carry out the routines in a situational and individual manner.
By far the most important people management routine is the individual work dialog, as it is essential for the management relationship and almost all management tasks.
Regular one-on-one meetings are the most important people management routine.
Structural Management Routines
Structural management routines primarily serve to implement structural management tasks. It is worth listing them separately, as otherwise structure formation is all too easily neglected in everyday life. This includes all activities that serve to review and develop policies, regulations or procedures, as well as the operational review of structure-related data (e.g., on business development in the managed unit).
Good management and leadership does not get lost in the hustle and bustle of operations, but consists very much of system design, the conception and adaptation of tools and framework conditions. In particular, strategy development in workshops and the development of instruments in conception projects is an art that professionals should master. Regular reflection is an important basis and time well spent.
Structural management requires a solid data foundation.
Proportion of Activities in Different Positions
As complex as the subject of management and leadership is, looking at management routines makes it clear again. The simple question is: “What’s in my calendar?” It quickly becomes apparent that management and leadership take place on several levels and in several roles at the same time. Different positions inevitably involve different activities.
Management Routines as a Starting Point for Competence Development
When it comes to management and leadership skills, the focus is usually on basic competencies such as communication, decision-making ability, and empathy. However, these are very unspecific and also relevant to many other activities. A better starting point for “manager development” are therefore the management routines. Performing a routine can be understood as a practical skill, and this competence level should be the focus of selection, qualification, and development measures.
