Firstly as a manager, one should manage well in the given area where you have been made a manager. It is you responsibility to get the work done before the deadline satisfactorily. for this you have to depend on many people within your division/department. Must have a good rapport with each one of them. Maintain good relations with each one of them, and if required help them out in case they are stuck. Delegate the work to them, trust each one of them, and encourage them. As a manager have a good memory of what you are expecting from each one of them.

You become successful manager once you manage your division well in your organisation.

Now comes the question what should be your priority as a successful manager.

Keep on doing your job well. But also understand the overall work going in the organisation. For example in other divisions. Try to find innovative solutions to any problems being faced in other division. In board or group meetings, if you get an opportunity you can always project your ideas and possible solutions useful for the overall growth of the  institution. If the management likes your efforts and ideas, and understanding of the various divisions of the organisation, may be you can get a jump to a higher position and more responsibility. One should be able to handle the additional stress, the responsibilities, and give the required time.

K. Sreenivas

Managers are involved with the management of self, the role they personally carry out and the area for which they are responsible (scope, compliance, staff, contractors etc). Reference Wilson Learning, 'the Leader - Manager'

Success for a manager could include:

1. Business as usual; Carrying out the role assigned and achieving the pre-agreed objectives, including the multiple 'project' or 'urgent' issues that arise as part of delivering the role.  It is good practice for managers to be given measurable (SMART) targets, however many organisations expect more (the achievement of 'stretch' irrespective of achievability). Priority is high for managers below executive level.

2. Hero; Respond to change and make a success of the arising requirement.  In fast moving organisations there is no 'usual'.  The ability to keep the boat on track in stormy seas is a key success factor. A priority for staff wanting to achieve more in their careers, and for organisations looking for/ developing high performers.

3. Proactivity; Striving for improved organisation maturity and capability, developing new products, outpacing the competition, developing talent, opening new areas of opportunity, driving out inefficiencies and reducing costs.  THE Priority for the ambitious manager and competitive organisations.  Even in sectors where recruitment may be for square people into square holes, this is a differentiator

A manager succeeds if the area they manage succeeds. To do this, you must devote most of your time to fulfilling the mission of the entity, in a collaborative teamwork environment. It is very important that he can motivate the subordinates in the accomplishment of the tasks.