SUCCESSION MANAGEMENT PROGRAM ROLE MAP: DIRECTOR OF BUSINESS OPERATIONS

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Preston Dawson
5 years ago
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1 Most Important Responsibilities, Skills, Education, Leadership Styles, Challenges, and Career Stallers for this Executive Role A. Competencies and job requirements for this executive Specific to Position Senior Leader Competencies Command Skills: Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn t afraid to end and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges. Negotiating: Can negotiate skillfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing. Decision Quality: Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Managing Vision and Purpose: Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision shareable by everyone; can inspire and motivate entire units or organizations. High Performance Leadership Behavior Styles = Styles designated by incumbent as most important in this position Pioneering encourages the group to think creatively about their options and take chances on new opportunities Energizing builds enthusiasm for the group s goals and develops a wide network of professional connections Affirming helps people feel good about their environment and their contributions Inclusive gets a variety of people involved in the decision-making process and shows concern for their opinions and feelings Humble maintains a modest, composed demeanor and can be relied upon to make decisions fairly Deliberate provides a sense of stability for the group by communicating clearly and ensuring that decisions are made carefully Resolute creates high standards for the group and insists on using methods that maximize efficiency Commanding takes charge of situations with confidence and urges others to get results Job Requirements Bachelor-level degree in business; MBA preferred, with 10 years minimum related experience; Experience in a manufacturing environment with responsibility for labor and employment-related regulatory compliance required. Someone who s worked in small companies before; is scrappy; is a learner; someone who can think like an auditor; do some streamlining and know what s important and what s not Ideal entrepreneurial leader: wears multiple hats and knows what hat to wear at what time; is able to develop resources; multiple resources to call on when needed A general manager could do this; would have to be a communicator, not a consensus builder [too much consensus slows you down]; need to be a strategic thinker Role Map: Director of Business Operations Page 1

2 Problem Solving: Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Process Management: Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources. Strategic Agility: Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans. NOTE: Competency definitions are available [state where] Role Map: Director of Business Operations Page 2

3 B. Primary responsibilities for this executive: Responsible for the entire range of financial activities, including the banking and accounting functions; development of standard accounting analysis and reporting procedures, and implementation of overall financial controls; direct the preparation of budgets and forecasts Ensure funds are available to conduct business; write grants; locate funds from many sources Develop, implement and administer human resource management programs encompassing all aspects of employee relations; compensation planning, wage and salary administration, and employee benefit programs. Participate in employee relations, including counseling, resolving grievances, ensure understanding of and compliance with governmental regulations covering employees wages, benefits and employment rights Supervise all accounting personnel. Responsible for property and asset management, including product risk management as well as property liability Responsible for the physical plant, providing and maintaining a safe, clean, effective workspace for the organization Coordinate office services and related activities to support the administrative needs of the organization Participate in operational strategic planning Manage all IT processes C. Most important management and leadership competencies and/or skills required to succeed in this role: Is strategic Able to communicate well Is very ethical because so much trust is placed in this role Able to look at the facts a lot to make decisions; there are a lot of emotional factors in HR issues; have to be able to understand how people tick and what their needs are; be able to look at people s strengths and be able to use them; direct those strengths into doing their job; be empathetic without getting drawn in Have to be doers, can t be all strategic and not do Not crumble under stress in difficult situations Have to be there to do the ugly work Able to perform the functional roles Be a supporter of people; can t just lead, need to support people; grow others Be a lifelong learner; take on that responsibility; be fearless in that D. Potential causes for a person to fail in this position: To work alone; to not connect with others To not be ethical, unreliable To cause turmoil with the staff; [we re in an open work environment here; have to be able to work with others] E. The major challenges the future executive will face: It will be a new and different organization with (name) as the owner It will be in the way we manufacture; if we stay in the belt business, will need to manufacture off shore or elsewhere; to source our raw materials differently; that scares everybody [but to not make these changes] Role Map: Director of Business Operations Page 3

4 we cannot stay competitive; it s too expensive here; we will price ourselves out. We need to be able to give these good products at a good price. Opening new markets; we don t know how to do it Have to be a courageous leader We should be looking carefully where we are going in our markets; the best way is through manufacturers (our products on their very good chairs) This is a very volatile time for us The biggest challenge is to change in a way that will follow the strategy F. Types and amounts of resource support this executive will need: Will create their own resources; they have open access to the people who are here and the good partners we have created; we have a good ERP system G. Employee attitudes this executive will confront: This is a new position; [credibility] will have to be earned; will have to earn the trust [of other staff]; if they make people s jobs easier, they ll get on board Critical Factors, Influencers, and Constraints for this Executive Role H. The scope of authority and responsibility for this executive: Strategic planning Production of core billable outputs Cost control Budget variation approval Business unit profit and loss Hiring Purchasing/Contracting Training Setting compensation of others Creating new systems or products Managing a support function Other: I. Direct reports to this position: Directly: 2 Indirectly: J. Reporting relationship for this position: Role Map: Director of Business Operations Page 4

5 K. Budget responsibility: Annual budget: $ All business operations budget Per project average (if relevant): $ L. Staff resource availability: Experienced people available to bridge challenges and problems Experienced people not available, but funds to hire allocated Budget limited, must do without much human resources to assist M. "Customer" contact required of this executive: INTERNAL CEO and Exec. Mgmt. Group: Other Vice Presidents: Other Leaders: Others Employees: Board of Directors: EXTERNAL Tax Partner: Audit Partner: Investment Bankers: Consulting Services: Bankers: Lawyers (outside): Institutional Investors: Third Party Vendors: Regulatory/Governmental Agencies: Trade/Industry Associations: Others: N. Size and scope of company or unit for which this executive will have responsibility: Large corporate situation, executive must know how to handle bureaucracy, multiple communication levels, established or entrenched habits, methods, and procedures Moderate bureaucracy, a few new key policy changes can effect some change quickly Small unit, close and direct communication with key players allows for quick decision implementation or change of direction Role Map: Director of Business Operations Page 5

6 O. The growth this executive will be expected to ensure is (select no more than 2): Substantial or sudden growth Incremental/gradual growth Maintenance (often to generate a steady stream of cash) Fix or repair Turn-around or salvaging a critical situation P. The nature of the business will be driven by (select and rank no more than 3): 1. Financial performance: ROI, ROA, profitability, contribution margins, etc. (Example: Bain Capital) 2. Operational excellence: market share dominance with high standardization, predictability and efficiency (examples: Walmart, McDonalds) Q. Authority of position equals: Total decision-making freedom High decision making authority, but high impact decisions must be approved Decisions of significance must be approved Can only influence key decisions R. Subordinates available to this executive will be: Expert in own areas; they can be depended on in major decisions Experienced but not expert; they must analyze problems in conjunction with others Only delegates; they can carry out tasks but are not positioned to make major decisions S. Contacts and network requirements demand that an executive: Must be specifically experienced and familiar with key players in the industry or field, i.e., customers, financial powers, vendors, and technical leaders Must have people skills to establish contacts quickly, but previous experience not critical Need not network personally since a network is not critical or can be developed and worked by subordinates T. Additional Notes: Role Map: Director of Business Operations Page 6

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