Irena Jolić Šimović (Studio 5 consulting): Are you really a good manager and how to objectively measure your impact on results, people, and relationships in the organization?

Imagine a manager who has long been regarded as one of the key drivers in the company where they work. They have just concluded a strategically important contract, financial results look promising, and they are convinced that everything is functioning as it should. At first glance, their reputation in the company appears impeccable. However, behind the scenes, the story looks different. The human resources department is recording an increase in the departure of key employees, colleagues from other departments increasingly point out a lack of coordination, and the CEO begins to wonder if this manager is ready for new challenges.

Such situations are not rare. A manager’s self-assessment often does not align with how they are perceived by superiors, colleagues, subordinates, or even customers. If you consider yourself an excellent leader, but others do not confirm this, that discrepancy can jeopardize your managerial tenure. The question: Am I a good manager? – is not a way to feed the ego, but a key to the long-term sustainability of your business operations and relationships within the organization.

It is important for a manager to eliminate biases that prevent them from objectively assessing the situation. Decisions are often made based on their own beliefs, which can be dysfunctional. These biases limit progress and reduce the manager’s ability to recognize the true dynamics within the team and organization. Long-term success depends not only on financial results but also on ‘soft’ indicators – employee satisfaction and engagement, the quality of interpersonal relationships, clarity of communication, and understanding of corporate rules. Together,’hard and soft’ indicators are crucial for the sustainability and long-term stability of the business, and thus for the manager’s advancement.

Financial results – Numbers that hide a deeper story

Good business results, revenue growth, EBITDA, and profit margins are strong indicators of success. However, do colleagues and superiors believe that your contribution makes a difference, or do they attribute success to favorable market conditions? Sometimes a favorable market or strong teams can mask deficiencies in managerial skills.

That is why it is crucial to ask your financial team for honest feedback and check the alignment of plans and execution. Analyze the numbers and ask yourself – are they the result of your strategy or external factors? The financial result is not an end in itself, but the result of well-managed processes and motivated people. A clear connection between your decisions and results increases credibility and strengthens trust in your leadership.

People – The true currency of success

Employee turnover, lack of engagement, and lack of feedback are clear signals of managerial failure. People do not leave companies – they leave bad managers. Ask yourself:

Have I ‘paid’ them enough, not just with money, but with attention? Salaries are not everything, but they are a basic signal of respect.

Am I a mentor or just someone seeking results? If no one on your team is progressing, that is a reflection of your leadership.

How do I retain key people? If the best are leaving, have you asked them what they are missing?

During collaboration with one company, we discovered that high turnover of key employees was a result of a lack of clear support and direction for professional growth, rather than financial conditions. By introducing individual development plans and regular conversations, the company managed to retain key talents and increase engagement.

Decision-making – A bottleneck or the engine of the team?

Speed and clarity in decision-making are crucial for success. If decisions are made slowly or require constant corrections, teams become frustrated and ineffective.

While working with one client, we noticed that decisions on key projects were delayed due to overly complex approval procedures. By simplifying the process and delegating responsibilities, the project was completed within budget, and the team’s efficiency significantly increased. Timely and well-reasoned decisions are key to progress and team satisfaction.

Clarity of goals – The foundation of every successful team

Sometimes the problem is not complex – people simply do not know what is expected of them. If goals are not clearly defined and concrete, the team does not know where it is going, leading to frustration and poor results.

During the evaluation of one project, we found that the lack of clear roles and goals caused conflicts within the team. After tasks were clearly defined, results quickly improved, and the project was completed even ahead of schedule.

Open communication – The key to trust

A good manager knows how to listen and creates space for open communication. If the team is afraid to speak up about problems, they accumulate and escalate.

With one client, we noticed that problems arose because employees felt insecure expressing their opinions. By introducing anonymous surveys and informal conversations, obstacles were quickly identified and removed. This created a team culture of openness and trust.

Relationships with stakeholders – The key to external and internal success

Managers often overlook the importance of relationships with key stakeholders, both within and outside the company. Are the relationships with other departments, customers, and suppliers strong enough to support your initiatives?

Working with one company showed that interdepartmental relationships often caused misunderstandings and delays. By establishing regular short and efficient coordination meetings and improving communication among teams, collaboration significantly improved, enabling timely project realization.

Perception and NPS – A mirror of your success

Your perception of yourself and the perception of your colleagues often differ. Are you ready to find out what others really think? The Net Promoter Score (NPS) for managers can be a useful tool – ask employees if they would recommend you as a leader and why.

When analyzing NPS results in one company, it turned out that the manager, although successful in projects, did not provide enough support to employees. By improving communication and better monitoring of team needs, results quickly improved, and the manager gained the trust of the team.

Corporate policy – Rules not written in manuals

Every organization has its informal power dynamics. Understanding these rules is crucial for a manager’s success. If you do not know who has real influence, your proposals may get stuck.

While working with one client, the manager had great ideas but failed to implement them because they did not align their initiatives with the priorities of key stakeholders. When they learned to map relationships and better understand the interests of other departments, their proposals began to be realized.

Being a good manager means not only achieving results but also ensuring that your vision of your own abilities reflects the reality of those who work with you. Breaking your own biases, adopting clear communication, and equal focus on ‘hard’ and ‘soft’ indicators are key to long-term value – for you, your team, and the entire organization.