There are a number of ways to demonstrate 'success' as a manager. There are the 'hard numbers' - such as meeting your financial targets/cost figures, SLAs/perfo

There are a number of ways to demonstrate 'success' as a manager. There are the 'hard numbers' - such as meeting your financial targets/cost figures, SLAs/performance targets, customer sat ratings, employee survey results/manager feedback results etc. Then there are the harder to quantify results but which mainly revolve in being able to explain how you achieved (or attempted to achieve) the hard numbers. A lot about being a good manager is seeing what needs to be improved and then actually making that improvement happen. It sounds pretty basic - but you will find most people do their job that they are hired to do and not much else. Many people know what is wrong with their area/company, are happy to complain about it, but won't go and work out how to fix the problem, and then put in the hard yards to make that happen. Alternatively, many people confuse putting in long hours with 'making a difference'. A good manager should be able to identify and implement fundamental changes to how the business operates that makes it 'better' (happier staff, more productive, great profit/revenue etc, less overhead/red tape). Being able to explain what you identified and implemented these changes is how I demonstrate how good (or not) of a job I'm doing.