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Agreed to the given answers>>>>>>>>>>>>>.
To my opinion, measuring success as manager is not just about looking at the “numbers”, it is about evaluating the talent that you have in your team.
In many cases, even if you achieve your performance objectives, work environment indicates that there is a deeper issues that slow down your performance.
In order to ensure motivation among other employees, you must take a close look at the base employees and determine if there is something there weighing down your company.
Profitability is probably the first thing people think about when measuring success. Then a growing customer base, customer, employee and owner's satisfaction also signifies the success of the business.
A manager is a job, and that job - like any job - should have 'KPI's (Key Performance Indicators). They won't really tell you if you are a "success", but they are a good start. As is common sense: do you meet your targets, provide a good service and have reasonably content staff? Small companies often don't have formal procedures with KPIs, so make up your own informal ones. It's important to focus on what's important, and as a manger, good results are important.
It's much harder to measure your success as a people manager, but even here you can use informal KPIs. Some can be measured, like staff turnover, absences due to sickness, number of labour disputes, number of accidents, proportion of leavers that are being promoted and so on. These are dependent on the team and should generally be measured relative to equivalent teams.
Others can't be measured, but are just as real. Do your staff trust you? Respect you? Carry out your instructions without complaint or fuss? (But remember that whether they like you doesn't mean anything in itself: there are plenty of hopelessly incompetent managers who are popular either because their incompetence is benevolent or because they are just such nice people you can't help liking them.)
The bottom line of success is time. Any manager's job is a mixture of two things - the routine and the emergency. The better the manager, the rarer the emergencies, and the better the manager the more efficiently the routine is dealt with. In other words the successful manager is usually not too overwhelmed with work: there is space to deal with the occasional emergency when it does arise.
Define the goals of your organization.
Work in progress
And completion of assignments and plans on time and staff satisfaction with you
I fully agree with the answers been added by EXPERTS................thanks.
Success can be measured through the condition of the staffs advancement and benefits they receive from the company. The more they advance equip with skills, and the more they receive a right remuneration and respect means that the operation of the company leads by the managers is healthy, successful and earn great ROI. Consequently if the company capable to support and give what due to the staff and the staff capable to give what due to the company this an indicator that prosperity were certainly happening and at hand. Thus the condition of the staff a reflection of success of the managers and the company.
Success is measured when the company implements steps or plans in the organisation to be followed for example by setting goals, identifying specific indicators, conducting assessment of the performance, evaluating the employees ability to meet the organisation's needs etc
Agree with Robert Duncsan. In addition to that there are financial and non financial performance indicators
