1. Building and leading a team
"I have the autonomy to work with my team in my own way. The key is to keep it simple so that people’s goals and priorities are clear. If an increase in job outcomes is required, you must communicate this to the team without over-complicating the message. It can be a challenge to keep the team positive and focused at all times. If you involve people and ask for their ideas and views, you will create an environment in which people feel valued and therefore more motivated."
Susannah Hoskins, Birmingham
2. Inspiring and motivating others to achieve
"It is vital that your team sees you as an approachable and competent manager. You need to communicate with all sorts of people and be able to listen effectively. Each individual member of the team will be motivated by different things. From time to time, the Deputy Operations Manager and I do some cold-calling or mock interviews with clients to show that we are prepared to do what we’re asking of the team and to show how beneficial such activities can be. There will occasionally be difficult messages to deliver but if the team trusts you and believes in your ability and integrity this helps immensely."
Lucy Shaw, Nottinghamshire
3. Business management
"You have to have a clear understanding of the key business drivers that will direct your planning and decision-making. You need to be across financial, quality and compliance issues and always remember that the quality and integrity of your and your team’s work is vital. We often deliver high-profile contracts for the government which need to withstand robust and thorough inspections. We strive to deliver our service with the utmost professionalism and integrity."
Sam Prosser, London
4. Accountability and decision-making
"As an Operations Manager I am responsible for the performance of my operation. It is vital that you are able to understand and analyse management information effectively to help inform your decisions and shape which direction to take with your team. Ultimately, you need to be able to account for your team’s performance in regular reviews with senior management, so a thorough understanding of how you have reached your current position is vital. If things aren’t working out as well as expected then you have to be able to deliver a positive, solution-based approach."
Barry Fletcher, Hamilton
5. Achieving results
"Your operation has a clear set of targets to achieve. You constantly have to assess what’s working and to react and change if something is not going well. This could mean trying something new, and getting the buy-in of the whole team to make it successful. It could mean challenging the performance of individuals who need to change the way they work in order to achieve the targets they have been set. You have to look at the whole picture as you are ultimately accountable for your team’s results."
Tony Carr, London
6. Strategic thinking
"It is key that you think beyond your own operation and understand the wider context for both the company and the sector. It is down to you to keep your teams informed of issues that could impact on your work, and doing so helps to provide them with a clear sense of purpose. You have to think in the longer-term as well as the short term and be prepared for all eventualities by building contingencies into your plans."
Alison Dobbs, Nottinghamshire
7. Networking and building strategic partnerships
"We work very closely with Jobcentre Plus and build strong partnerships with numerous other external organisations which have similar objectives to our own. It is useful to attend meetings held by local councils, for example, to identify other local provision, tap into existing intelligence and understand the wider agenda. Relevant organisations can help support you in delivering your business so you have to be able to nurture working relationships, especially when external decisions can have an effect on your operation."
James Weait, London