Requisite Manager©

The tap-root of sluggish organizational functioning begins with the failure to identify and specify what it means to be an effective manager who adds value to the work of immediate subordinates.


One of the key risks for any company is management risk. Management risk is the risk associated with decisions made by company managers in relation to the overall interest of shareholders and the company at large. In many cases decisions made by management for the benefit of the management result in the reduction of shareholder value.

Requisite Manager© is for improving effectiveness in performing the managerial nature of the role:

  • Building and sustaining an effective team of capable subordinates.
  • Producing the outputs assigned to the manager primarily through effective delegation to others.
  • Producing the outputs assigned in compliance with the planned quantity, quality, time and resources.
  • Exercising effective leadership to their subordinates, individually and as a team.

Objective of Requisite Manager©:

Create effective organizational conditions for managers in your company to deliver effectively the managerial nature of their work.

Key Definitions of Requisite Manager©:

  • Managerial Accountability Hierarchy (MAH): A system of roles in which an individual in a higher role (manager) is held accountable for the outputs of persons in immediately lower roles (subordinates) and can be called to account for their actions.
  • Manager-once-Removed (MoR): The manager of a subordinate’s immediate manager is that subordinate’s manager-once-removed.
  • Manager: A person in a role in which he or she is held accountable not only for his or her personal effectiveness but also for the output of others.
  • Subordinate: A person for whose output a manager is held accountable.

Framework of Requisite Manager©:

Total “Requisite Manager” Score

90-100% — organisational conditions are in place for managers to deliver the managerial work effectively — Requisite Manager

75-90% — some organisational conditions are immature leading to potential risk of ineffective managerial work under pressure or duress

Below 75% — high risk of ineffective managerial work (high turnover, poor individual and team effectiveness, low morale)

  • Manager’s level of capability matches the level of work complexity in the manager’s role.
  • Manager-once-removed level of work complexity in role is one level higher than Manager’s level of work complexity, and incumbent matches the role in their level of capability.
  • Subordinate level of work complexity in role is one level lower than Manager’s level of work complexity, and the incumbents match their roles in level of complexity.
  • Manager is accountable for the output of their subordinates.
  • Manager-once-removed is accountable for calling the Manager to account for the actions of the subordinates.
  • Manager has the necessary managerial authority aligned with their accountability.
  • Manager-once-removed has been allocated all requisite MoR authorities.
  • Manager effectively utilises 10 requisite managerial leadership practices.
  • Manager-once-removed effectively utilizes 8 MoR leadership practices (in particular, managerial leadership appraisal).
  • The level of work complexity in Task Initiating Roles matches the level of work complexity in Manager’s role.
  • Task Initiating Roles are aligned with Requisite Fit.
  • All the horizontal working relationships for Manager are self-managed, there are no difficult links or structural conflicts.
  • 7 types of cross-functional accountabilities and authorities are set and communicated to all the roles.
  • For any difficult links service level agreements are developed, implemented and monitored.
  • Manager sets required behaviours for the subordinates.
  • Manager performs an evaluation of the subordinates’ intention to comply with required behaviours.
  • Subordinates have positive intention to comply with required behaviour (from 0 to +63).
  • Managerial workload is a number of subordinates that can be provided with quality managerial leadership.
  • Direct output workload is FTE required to deliver a specific direct output assigned to a role.
  • Manager’s pay level matches level of work complexity in a role.
  • Subordinates’ pay level is in pay bands one level lower than Manager’s pay level.
  • Manager-once-removed’s pay level is in pay bands one level higher than Manager’s pay level.
  • Manager’s peers have pay levels in the same pay bands.
Interested to know more about Requisite Manager©?

Workshop on Requisite Manager©

  • For companies interested in improving the effectiveness of the managerial work performed by their managers.
  • For managers who are interested to understand if they have organizational conditions for being effective in their managerial work.
  • Managers (employees who have subordinates and managerial accountability and authority).
  • Managers-once-removed (employees who have managerial subordinates).
  • HR / OE specialists who are accountable for supporting managers with right organisational conditions.
  • Explain the requisite principles behind Requisite Manager©.
  • Educate managers on the organisational conditions for effective managerial work.
  • Support self-assessment of organisational conditions for managers participating in the workshop.
  • Develop the plan to improve organisational conditions for effective managerial work.
  • 3-day workshop.
  • ROII’s advisors with experience in RO implementation worldwide.
  • Moderators with years of managerial experience.
  • At your premises.
  • At our premises or premises of our partners across the globe (UK, Sweden, USA, Australia, Canada, Moscow, etc.).
Interested to know how requisite managers are in your company?

Requisite Manager© Assessment

  • Evaluate the organisational conditions for the managers in your company / function / unit to deliver effectively the managerial work.
  • Identify the gaps in the organisational conditions (in comparison to Requisite Manager© model).
  • Evaluate the impact of poor organisational conditions for effective managerial work.
  • Develop the plan to improve organisational conditions.
  • Select the scope for Requisite Manager© Assessment (function, unit, section, critical managerial roles, etc.)
  • Up to 3 weeks (depends on the scope).
  • 2-3 experienced Requisite Advisors (depends on the scope).
  • 2-3 internal HR / OE specialist for training and development.
  • Work complexity measurement.
  • Capability assessment (managerial judgement, computerised testing, etc.)
  • Matrix of Managerial Accountabilities and Authority.
  • Managerial Leadership Assessment.
  • Matrix of Task Initiating Role Relationships.
  • Required behaviour Compliance.
  • Felt-fair pay analysis.
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