# Establish the Manager Operating Role

Status: draft · v0.1.0 · Manager System
draft reference — not a fitted standard

Define, authorize, equip, and review the manager role as an operating mechanism connecting business direction, work, people, decisions, systems, and feedback.

## Purpose
Make management accountable, teachable, measurable work rather than an implied reward, personality style, meeting load, or residue of everything no one else owns.

## Steps
1. Frame the team and operating context — Define the work the manager role exists to enable.
2. Define manager outcomes and obligations — Describe what must be true because management is working.
3. Define decisions, interfaces, and escalation — Give the manager sufficient authority while protecting governed decisions.
4. Design the management cadence — Create the minimum recurring conversations and reviews needed to operate the team.
5. Secure manager capability and support — Make role readiness and organizational support operational.
6. Approve and launch the operating charter — Create one authoritative manager-role version and make its interfaces real.
7. Review role health and adapt — Keep manager work aligned as team and operating conditions change.

## Connections
- upstream: Maintain Job and Career Architecture (/processes/maintain-job-and-career-architecture) — trigger: A manager role is created or materially changed.
- upstream: Define Role and Success Profile (/processes/define-role-success-profile) — trigger: The manager operating role is chartered.
- downstream: Align Role Outcomes and Expectations (/processes/align-role-outcomes) — trigger: The manager charter is approved or changed.
- downstream: Run the Team Operating Cadence (/processes/run-team-operating-cadence) — trigger: The manager operating charter launches.
- downstream: Review Manager-System Health (/processes/review-manager-system-health) — trigger: A health-review point or material signal occurs.

## Measures
- Manager-enabled team effectiveness: Combined review of team outcomes, quality, flow, learning, capability, feedback, decision performance, and guardrails; not causal attribution of team output to one manager.
- Manager-charter completeness: Active manager roles satisfying required charter fields divided by all active manager roles.
- Manager decision and escalation flow time: Elapsed time from valid decision or escalation trigger to accepted outcome, by type, authority, and wait cause.
- Manager operating-charter use: Applicable manager-system events linked to the current charter version divided by all applicable events.
- Manager-system exception pattern: Exceptions by team, decision, interface, severity, cause status, owner, and age.
- Workload, voice, dignity, fairness, safety, quality, and privacy guardrail: Context-specific review of workload, employee voice, turnover, inclusion, safety, quality, privacy, conduct, and feedback evidence; not a causal or legal conclusion.