- 1. bcNovember 1998Copyright© 1998 Bain & Company, Inc. The Manager Job1TheManagerJob
- 2. Job DescriptionSeven key components make a successful manager. Value addition:Demonstrate ability to solve clients’ toughest problems
Achieve real value and results
Demonstrate skills in different client and analytical situationsRevenue:Serve existing revenue base effectively
Contribute to revenue generationTeam management and development:Have a process that is effective in delivering results
Develop people; build organizational capability
Establish productive relationships with PartnersClient asset sustainability:Demonstrate leadership in helping to create, manage, and expand high quality flagship relationships
Have significant influence on key client leaders
Develop advisor relationships with key client leadersSenior client influence:Are viewed as a business advisor to increasingly senior clients
Drive clients to take action in multiple situations; do so in multiple client relationshipsAsset building:Contribute to people, products, client development/brand, office leadershipPartnership values:Are viewed as a leader in the office
Are recognized as a team player
Adhere to operating principles
Are viewed as a good corporate citizenComponentDescription2TheManagerJob
- 3. Value Addition GuidelinesDemonstrate ability to solve clients’ toughest problems (generate brilliant insights)
strategy
operations
implementation
Achieve real value and results (package insights to move client to act)
NPV
stock price
Demonstrate skills in different client and analytical situations
new client vs. existing client
small client vs. large client
strategy vs. operationsFor promotion to Vice President:
have demonstrated consistent success over a sustained period as a manager (looking back over 2+ years)
have received positive references/testimonials from senior clients
have been successful while managing multiple case teams and workstreams
have demonstrated breakthrough thinking worthy of “Best of Bain”Overall and versus key competitors3TheManagerJob
- 4. Revenue GuidelinesServe existing revenue base effectively
teams
able to manage scale teams
able to manage multiple teams
clients
able to handle complex cases
able to manage multiple clients
Contribute to revenue generation
identify opportunities for follow-on work
write successful proposals
manage the client process
assist in closing salesFor promotion to Vice President:
have managed multiple caseteams and workstreams effectively
have played a significant role with a strategic client (either existing client or new client/client development)4TheManagerJob
- 5. Client Asset Sustainability GuidelinesDemonstrate leadership in helping to create, manage, and expand high quality flagship relationships (drive significant value on repeat cases)
Have significant influence on key client leaders (help drive strategic agenda and thought processes)
Develop advisor relationships with key client leaders (able to help clients determine where additional work would be appropriate)
viewed as an expert
asked for advice on a broad range of business issues
valued as a general coachFor promotion to Vice President:
have driven multiple flagship relationships over time at a CEO/Executive level
are highly valued by senior clients (testimonials/references)5TheManagerJob
- 6. Senior Client Influence GuidelinesAre viewed as a business advisor to increasingly senior clients
viewed as an expert in many areas
viewed as an advisor on many topics
Drive clients to take action in multiple situations; do so in multiple client relationshipsFor promotion to Vice President:
have played a significant role with senior client executives/decision makers
are highly valued by senior clients (references/testimonials)
“irreplaceable” to senior clients
have proven ability in existing and new client situations6TheManagerJob
- 7. Team Management and Development GuidelinesHave a process that is effective in delivering results
motivated team
low yield loss
Develop people; build organizational capability
consulting staff (advisor/coach/mentor)
administrative staff (advisor/coach/mentor)
Establish productive relationships with PartnersFor promotion to Vice President:
average or above average caseteam scores and upward feedback over time (12-24 months)
respected/admired by peers and subordinates7TheManagerJob
- 8. Asset Building GuidelinesFor promotion to Vice President:
exemplary contribution in one area
above average contribution in more than one areaHere are some ways to contribute to asset building.Caseteam processes
Advisor processes
Training
Recruiting
Office leadership
Corporate citizenship (general connectedness)People AssetsPractice/capability area contributions
BRAVA contributions
BDPs, how-to documents for capability areasProduct AssetsContributions (non-staffed) to client development
Marketing (speeches, articles, networking)Client Development/
BrandInfrastructure initiatives (graphics, library, IT, travel)
General office leadership (presence, positive force for change)Office LeadershipInvestment club
Deal generationOther8TheManagerJob
- 9. Partnership Values GuidelinesAre viewed as a leader in the office
Are recognized as a team player
Adhere to operating principles
Are viewed as a good corporate citizenFor promotion to Vice President:
viewed as a leader in the office
embody the firm’s operating principles9TheManagerJob