What you really need to know about the duties and responsibilities of an assistant manager

Why assistant managers are the hidden backbone of succession planning

In many organisations, succession planning conversations focus on senior leaders, high potential employees, and formal leadership programs. Yet the assistant manager is often the quiet link between strategy and day to day work. This role sits close to the front line, close to the store floor, and close to the team members who will one day step into manager jobs. When you look carefully at the duties and responsibilities of assistant managers, you see a living test bed for future leadership.

On paper, the job description for an assistant manager can look simple. Support the store manager, supervise employees, handle customer service issues, ensure company policies are followed, and keep performance on track. In practice, the role is much more than a list of duties responsibilities. It is where organisations see how people handle pressure, how they manage time, and how they behave when the general manager or store manager is not present. That is exactly why this job is so important for succession planning.

The overlooked bridge between front line work and future leadership

Assistant managers operate in a space where strategy meets reality. Senior managers set goals for sales, service, and store management. The assistant manager translates those goals into daily tasks for the team. They check that employees follow procedures, that customer service standards are met, and that the store runs smoothly even during busy periods or staff shortages.

This constant balancing act gives assistant managers a unique perspective on the business. They see which processes work and which do not. They see which team members show initiative and which need more training. They see how company policies play out in real situations with real customers. For succession planning, this experience is gold. It reveals who can move from assistant to manager, and who might grow into a future general manager or store manager.

Because they work so closely with the team, assistant managers also become informal coaches. They explain the job description to new hires, clarify expectations, and help employees understand why certain rules exist. Over time, this coaching builds management skills that are hard to teach in a classroom. It also helps organisations spot employees who could become the next manager assistant or assistant manager.

Why the assistant manager job description matters more than it seems

Many companies treat the assistant manager job description as a simple HR document or a standard post job template. A few bullet points about responsibilities, some generic language about customer service and store management, and a phone number or email to contact the manager hire. But if the organisation is serious about succession planning, the description assistant should be more than a checklist.

A clear and thoughtful job description can signal that the assistant manager role is a development step, not just a full time operational job. It can highlight decision making responsibilities, people management tasks, and opportunities to learn industry specific skills. It can show how the role connects to the wider management structure and how performance in this job will be used to assess readiness for future manager roles.

When job descriptions are vague, assistant managers may focus only on short term tasks. They might see themselves as problem solvers for the day, not as future leaders in training. A stronger description, aligned with succession planning, encourages them to think about long term business performance, not just today’s shift. It also helps them understand how to demonstrate leadership qualities in ways that decision makers actually recognise.

The assistant manager as a live test of leadership skills

From a succession planning perspective, the assistant manager role is a continuous assessment of leadership potential. Every shift is a chance to observe how someone handles conflict between team members, how they respond to a difficult customer, or how they manage time when the store is understaffed. These are not theoretical exercises. They are real tests of management skills under pressure.

Organisations that take succession planning seriously look at how assistant managers:

• Delegate tasks and follow up without micromanaging
• Communicate company policies clearly to employees
• Balance customer service with operational efficiency
• Handle decision making when the manager is not available
• Support training for new team members and cross training for existing staff
• Respond to performance issues in a fair and consistent way

These behaviours show whether someone can move from assistant to manager, and eventually to more senior roles. They also reveal gaps in skills that can be addressed through targeted training and coaching, which will be explored further when looking at operational duties and people management responsibilities.

Why organisations cannot ignore this role in succession planning

In many sectors, especially retail and store management, the assistant manager is the most common stepping stone to a full manager job. When a store manager leaves, the assistant is often the first person considered for promotion. If the assistant manager is not ready, the organisation may need to hire externally, which can disrupt the team and slow down performance.

By treating assistant managers as part of a structured succession pipeline, organisations can reduce this risk. They can use the role to test leadership skills, refine decision making, and build a pool of ready candidates for future manager positions. This requires more than just assigning tasks. It means giving assistant managers clear responsibilities, feedback on their performance, and access to training that prepares them for the next step.

For employees, understanding this dynamic changes how they see the assistant manager role. It is not only a support position. It is a chance to gain real management experience, to prove they can handle the responsibilities of a manager, and to build a track record that will matter when promotion decisions are made. Later sections will look more closely at the specific duties of assistant managers, how they manage people, and how they can actively position themselves in succession planning discussions.

Core operational duties and responsibilities of an assistant manager

Translating the job description into daily operational reality

On paper, the assistant manager job description often looks like a neat list of duties and responsibilities. In reality, this role is about holding the operational fabric of the business together when the general manager or store manager is not right there. That is where succession planning quietly starts.

In most organisations, assistant managers are expected to understand company policies in detail and then turn them into daily routines for the team. They open and close the store, check that cash handling is correct, verify that safety rules are followed, and ensure that customer service standards are not just slogans on a wall. This is not glamorous work, but it is the foundation of reliable performance.

When you look at manager job descriptions across different industries, you will often see the same pattern. The assistant is the person who makes sure that what senior management decides actually happens on the shop floor, in the office, or on the site. That operational discipline is a key signal of future leadership potential.

Running day to day operations and store management

In a store or branch environment, the assistant manager is usually the one who keeps the operation moving hour by hour. While the store manager may focus on strategy, budgets, or external stakeholders, the assistant manager is closer to the action.

• Scheduling and time management – creating or adjusting rotas, managing shift swaps, and making sure there is enough coverage at peak times without overspending on labour.
• Store management routines – opening and closing procedures, cashing up, stock checks, merchandising standards, and basic maintenance issues that affect the customer experience.
• Customer service escalation – handling complaints when front line team members cannot resolve them, and deciding when to involve the store manager or general manager.
• Compliance with company policies – ensuring that health and safety rules, security procedures, and ethical standards are followed in daily work.

These duties responsibilities are not just about keeping the doors open. They are a live test of how an assistant manager handles pressure, balances priorities, and protects the brand. In succession planning terms, this is where you see whether someone can be trusted with a full time manager role later.

Monitoring performance and operational quality

Another core part of the assistant manager role is monitoring performance. This is where operational work starts to overlap with leadership assessment. Organisations that take succession planning seriously often use structured tools such as 360 degree feedback in leadership assessment to complement what they see in daily operations.

On a typical day, an assistant manager will track sales numbers, conversion rates, service times, or error rates, depending on the industry specific context. They compare these figures with targets and then translate the data into actions for the team.

• Spotting patterns in performance and raising issues early.
• Giving quick feedback to team members when standards slip.
• Escalating serious problems to managers when needed.
• Helping to adjust processes or workflows to remove bottlenecks.

From a succession planning perspective, this is where you see whether an assistant manager can move beyond simply following instructions. The strongest candidates for future manager hire decisions are those who can interpret performance data, explain it clearly, and influence others to improve.

Coordinating people, tasks, and information flow

Operational management is rarely about one big decision. It is about hundreds of small choices that keep the business running smoothly. Assistant managers sit at the centre of this coordination work.

They are often the first point of contact for team members who have questions about tasks, breaks, or company policies. They may also be the person who answers the store phone number, deals with suppliers at the back door, and passes information from senior management to the front line.

Typical coordination duties include :

• Assigning tasks at the start of a shift and adjusting them as conditions change.
• Balancing urgent customer service needs with back office work such as stock or paperwork.
• Making sure that important messages from management are understood and acted on.
• Keeping the general manager or store manager informed about issues that could affect performance.

This coordination work reveals a lot about an assistant manager’s communication skills, judgement, and reliability. Those are exactly the qualities organisations look for when they review job descriptions for higher level managers.

Supporting hiring, training, and onboarding from an operational angle

While formal recruitment decisions may sit with senior managers or human resources, assistant managers often play a quiet but crucial role in hiring and training. They may help to post job adverts, screen candidates for basic fit, or support the manager hire process by giving feedback after trial shifts.

Once new employees join, the assistant manager is usually heavily involved in practical training. They show new team members how to do the work safely and efficiently, explain company policies in plain language, and check that procedures are followed correctly.

Key operational responsibilities in this area include :

• Delivering on the job training that turns theory into practice.
• Monitoring new hires during their first weeks and flagging concerns early.
• Ensuring that training materials and checklists are actually used, not just filed away.
• Providing feedback to the store manager or general manager about who is progressing well.

From a succession planning angle, this is a preview of how an assistant manager might handle larger teams in the future. The ability to train others, not just perform tasks personally, is a strong indicator of leadership potential.

Maintaining standards, documentation, and compliance

Another part of the assistant manager job that often gets overlooked in simple job descriptions is documentation. Yet this is where operational discipline becomes visible and auditable.

Assistant managers are frequently responsible for :

• Completing daily checklists for safety, cleanliness, and stock levels.
• Recording incidents, near misses, or customer complaints accurately.
• Ensuring that paperwork required by company policies or regulators is up to date.
• Following up on action points from audits or inspections.

These duties responsibilities may feel routine, but they are central to risk management. When organisations review potential successors for critical roles, they look for people who treat compliance seriously and who can be trusted with sensitive processes.

Why these operational duties matter for future managers

When you put all these elements together, the assistant manager role is far more than a support function. It is a live testing ground for decision making, prioritisation, and practical leadership. The way an assistant manager handles daily work, supports the team, and protects performance gives a realistic picture of how they might perform in a full manager role later.

For organisations, this means that assistant managers should not be seen only as extra hands to cover busy times. Their responsibilities and duties are a core part of the succession planning pipeline. For assistant managers themselves, understanding how their operational work is viewed can help them prepare for the more strategic expectations that come with the next step in their career.

People management responsibilities that reveal future leaders

From supervising shifts to shaping people

On paper, the job description of an assistant manager often looks very operational ; open the store, close the store, handle cash, follow company policies, report to the general manager. In practice, the real succession planning value of this role sits in people management. Every shift, the assistant manager is quietly tested on how well they can guide team members, protect performance standards, and keep the business culture alive.

When organisations treat assistant managers as simple supervisor roles, they miss a critical opportunity. The way an assistant manager handles coaching, feedback, conflict, and recognition is often a better predictor of future leadership potential than any formal assessment. It is where decision making meets human behaviour.

Daily people management duties that signal leadership potential

Most assistant managers spend more time with frontline employees than the store manager or general manager. That proximity gives them a unique chance to prove they can lead people, not just manage tasks. Typical duties and responsibilities that reveal this include :

• On the floor coaching – Correcting customer service issues in real time, showing an employee how to improve, and checking back later to ensure the change sticks.
• Delegating work – Assigning tasks based on skills and potential, not just who is free at the moment, and explaining the “why” behind each assignment.
• Running briefings and huddles – Using pre shift meetings to align the team on priorities, performance targets, and company policies without wasting time.
• Handling minor conflicts – Addressing tensions between team members early, listening to both sides, and finding a fair solution that keeps the team focused on the job.
• Monitoring performance – Noticing patterns in lateness, errors, or complaints, and turning those observations into constructive conversations instead of blame.

These are not just routine duties responsibilities. They are small but constant tests of whether an assistant manager can balance empathy with accountability. Over time, this experience builds the core management skills needed for higher roles in store management or wider business operations.

Coaching, feedback, and performance conversations

In many companies, the assistant manager is the first person to give structured feedback to an employee. That makes the role central to succession planning, because future leaders must be able to talk about performance clearly and fairly.

Effective assistant managers learn to :

• Use specific examples from daily work instead of vague comments.
• Link feedback to clear standards in the job description and company policies.
• Balance recognition with correction, so employees stay motivated.
• Agree on next steps and follow up, rather than ending with a lecture.

Organisations that want to develop strong internal managers should give assistant managers basic training in performance reviews and documentation. A simple, structured approach to employee performance review templates can help them turn informal comments into consistent, fair evaluations. This is especially important in full time roles where long term development matters.

Building a reliable, engaged team

Succession planning is not only about who can take over the manager job ; it is also about who can build a team that will still perform when leadership changes. Assistant managers play a direct part in this by how they :

• Schedule fairly – Balancing business needs with employee preferences, which affects morale and retention.
• Support new hires – Making sure new team members understand their job descriptions, know who to call or which phone number to use for support, and feel comfortable asking questions.
• Spot informal leaders – Noticing which employees naturally help others, and giving them chances to lead small tasks or projects.
• Protect culture under pressure – Keeping standards of customer service and teamwork high even when the store is busy or short staffed.

When an assistant manager can keep engagement high while meeting performance targets, it is a strong sign they may be ready for a manager hire decision in the future, whether as a store manager, manager assistant in a larger unit, or another leadership role.

Training and development as a leadership laboratory

Assistant managers are often responsible for on the job training. This is more than showing someone how to use a system or follow a checklist. It is a live test of their ability to transfer knowledge, adapt to different learning styles, and plan development over time.

Key training related responsibilities include :

• Creating simple, clear explanations of tasks that match the industry specific context.
• Pairing less experienced employees with stronger team members for shadowing.
• Checking understanding through questions and short practice runs.
• Documenting who has been trained on what, so store management can plan coverage and future promotions.

In many sectors, from retail store management to hospitality and service businesses, the assistant manager is the person who turns company policies into daily habits. That is a core succession planning function, because future managers must be able to scale good practices across larger teams.

How organisations can read the signals

For succession planning to work, organisations need to look beyond the formal job descriptions of assistant managers and pay attention to how they actually manage people. Some practical signals to watch include :

• Do team members seek out the assistant for guidance, or avoid them ?
• Does performance on a shift improve or decline when the assistant manager is in charge ?
• Are conflicts resolved quickly, or do they keep resurfacing ?
• Do new employees become productive faster under certain assistant managers ?

These observations, combined with structured feedback from store managers and general managers, help identify which assistant managers are ready for bigger responsibilities. In other sections of this article, the focus shifts to how organisations can formally shape the role for succession and how assistants themselves can position their experience for the next step. But it all starts here, in the everyday people management work that quietly reveals who is ready to lead.

Decision making and problem solving as a succession planning test

Why everyday decisions matter more than big moments

When people think about decision making in management, they often picture dramatic crisis meetings. In reality, an assistant manager is tested in dozens of small choices every day. Those choices quietly reveal who is ready for a bigger role.

In a store, in an office, or in any business unit, the assistant manager is often the first person the team calls when something goes wrong. A delivery is late, a key employee calls in sick, a customer service issue escalates, a system fails. How the assistant responds is a live demonstration of leadership potential, not just a routine part of the job description.

For succession planning, this is gold. It shows how someone behaves under pressure, how they balance company policies with practical realities, and how they protect both performance and people. A future general manager or store manager needs exactly that mix.

Typical decision making situations that reveal leadership potential

Across industries, assistant managers face similar decision points, even if the context is industry specific. Some of the most revealing situations include :

• Staffing and scheduling choices – Deciding who covers a shift, how to redistribute work when someone is absent, and how to ensure fairness over time. This shows whether the assistant manager can balance employee needs with business performance.
• Customer service escalations – Handling complaints, refunds, or service failures. The way an assistant resolves issues, protects the brand, and supports team members under scrutiny is a strong indicator of readiness for a manager job.
• Operational trade offs – Choosing between speed and quality, or between short term sales and long term relationships. These decisions show whether the assistant understands the wider responsibilities of store management or unit management.
• Policy interpretation – Applying company policies in real situations, especially when the rules are clear but the context is messy. This is where an assistant manager shows judgment, not just compliance.
• Resource allocation – Deciding how to use limited time, budget, or people. For example, whether to keep more team members on the floor for customer service or move them to back office tasks to catch up on stock or paperwork.

Each of these decisions is part of the assistant’s daily duties and responsibilities. For succession planning, they are also a live assessment of how this person might perform as a full time manager, store manager, or even future general manager.

How organisations can turn decisions into structured tests

If decision making is such a powerful indicator, it should not be left to chance. Organisations that take succession planning seriously build structure around these moments.

• Clarify decision rights in the job description – Many job descriptions for assistant managers are vague. A stronger description assistant document will spell out which decisions the assistant can make alone, which require a manager assistant to consult the manager, and which must go to senior managers. This clarity helps both performance and development.
• Use real scenarios in training – Instead of only teaching procedures, management training should include realistic scenarios based on the store or business unit. Ask assistant managers how they would respond, then debrief the reasoning, not just the outcome.
• Document key decisions – When an assistant manager handles a major issue, the manager or store manager can record what happened, what options were considered, and why a particular choice was made. Over time, this creates a practical record of decision making skills, far more useful than generic manager hire checklists.
• Link decisions to measurable outcomes – For example, track how an assistant’s choices affect customer service scores, team turnover, or store performance. This connects decision quality to business results, which is exactly what succession planning needs.

Handled this way, the assistant manager role becomes a structured proving ground. The organisation is not just filling a gap in store management or team management ; it is actively testing who can handle the broader responsibilities of a manager job.

What good judgment looks like in an assistant manager

Not every quick decision is a good one. For succession planning, the focus is on the quality of judgment. Some signs stand out when observing assistant managers at work :

• They gather enough information, but do not freeze – A strong assistant manager asks the right questions, checks relevant data, and listens to team members, but still decides in a reasonable time.
• They balance people and performance – They understand that the job is not only about hitting targets. They consider employee wellbeing, fairness, and long term impact on the team, while still protecting business results.
• They explain their reasoning – After a decision, they can clearly explain why they chose a particular option. This is crucial for management roles, where influencing others is part of the responsibilities.
• They learn from outcomes – When a decision does not work out, they review what happened and adjust. This learning mindset is a strong signal that the assistant could grow into higher management.
• They stay aligned with company policies – Even under pressure, they respect company policies and legal requirements, and know when to escalate to the store manager or general manager.

These behaviours are often more predictive of future success than years of experience alone. They show that the assistant is already thinking like a manager, not just doing the assistant job.

Using decision making to differentiate future leaders

In many organisations, several assistant managers may have similar duties responsibilities on paper. They may all be full time, have similar training, and share the same formal job description. What separates a future leader from a solid support profile is often how they handle decision making over time.

From a succession planning perspective, leaders can :

• Compare how different assistant managers respond to similar problems in the same store or across locations.
• Look at patterns in their decisions : do they consistently protect customer service, uphold company policies, and support team members while maintaining performance ?
• Use these observations when updating manager job descriptions, designing new training, or deciding who is ready to move into a manager or store management role.

When decision making is treated as a deliberate test, not just a daily necessity, the assistant manager position becomes one of the most valuable tools in the succession planning toolbox. It turns routine work into a continuous, real world assessment of who is truly ready to step up when the time comes.

How organisations should shape the assistant manager role for succession

Design the role as a leadership laboratory

For succession planning to work, the assistant manager role cannot be a vague “helper” position. It should be a structured leadership laboratory where future managers learn how the business really runs. That starts with a clear job description that goes beyond generic duties responsibilities and spells out which parts of store management, people management and decision making the assistant manager owns.

In practice, organisations should deliberately assign assistant managers end to end responsibility for specific areas, for example :

• Store operations blocks such as opening and closing, cash control, inventory checks or health and safety compliance.
• Customer service standards including handling escalations, monitoring service quality and coaching team members on service behaviours.
• Micro budgets or cost lines like labour hours, waste, or a small project budget, so they learn the financial side of the job.
• Company policies implementation in one or two key areas, such as scheduling, absence management or onboarding.

When the assistant manager job is designed this way, the organisation can observe real leadership behaviour, not just potential. It also makes the step into a store manager or general manager job less of a shock, because the assistant has already done much of the work in a controlled scope.

Clarify expectations in job descriptions

Many assistant manager job descriptions still read like a long list of tasks : “support the manager”, “cover shifts”, “answer the phone number”, “handle customer complaints”. For succession planning, that is not enough. The description assistant managers receive should clearly state which responsibilities are developmental and how performance in those areas will be evaluated.

Organisations can strengthen job descriptions by explicitly including :

• Leadership expectations such as coaching, giving feedback, running team meetings and supporting performance reviews.
• Decision making scope for example, what the assistant can approve alone, what requires manager sign off and how to escalate issues.
• Succession related outcomes like “develop at least one team member ready to step into your current role within 12 months”.
• Cross functional exposure such as working with HR, finance or supply chain on specific projects.

Clear job descriptions also help with recruitment. When a company posts a manager job or an assistant manager post job, candidates who are serious about a long term management career will recognise that this is a stepping stone, not just a full time shift supervisor role.

Build a structured training and coaching path

Assistant managers often learn by trial and error, depending on how much time the store manager or general manager can spare. For succession planning, that is too random. Organisations should create a structured training path that links directly to the skills needed in the next level role.

A practical approach is to map training to three domains :

This training should mix formal modules with on the job practice. For example, after a workshop on performance management, the assistant manager might lead a cycle of check ins with team members, while the store manager observes and gives feedback. Over time, this creates a consistent pipeline of people who have both knowledge and experience.

Give real authority, not just extra tasks

One of the most common mistakes is to treat the assistant manager as a “catch all” for tasks the manager does not want to do. That might keep the store running, but it does not build future leaders. To support succession, organisations need to give assistant managers real authority in defined areas.

That can include :

• Owning a shift from start to finish, including labour planning, task allocation and end of shift review.
• Leading specific projects such as a layout change, a new product launch or a local marketing initiative.
• Handling first line employee issues within company policies, before they reach the store manager.
• Representing the store in regional calls or meetings when the manager is unavailable.

By giving this authority, the organisation can observe how the assistant manager behaves when the pressure is on. Their decision making, judgement and ability to balance customer service with business performance become visible and measurable.

Integrate assistant managers into performance and talent reviews

If assistant managers are central to succession planning, they must be visible in the organisation’s performance and talent processes. That means their work and responsibilities should be discussed not only with the immediate store manager, but also with higher level management.

Practical steps include :

• Formal performance reviews that assess both current duties responsibilities and readiness for the next role.
• Calibration meetings where regional or area managers compare assistant managers across stores to identify high potential talent.
• Development plans that specify which experiences they need next, such as covering for a store manager during holidays or leading a multi store project.

When assistant managers are part of these conversations, the organisation can plan manager hire decisions earlier, reduce time to fill critical roles and avoid last minute scrambles when a store manager leaves.

Rotate and broaden experience across the business

Succession planning is stronger when future leaders understand more than one store, one team or one type of customer. Organisations can shape the assistant manager role to include deliberate rotations and stretch assignments.

Examples of useful rotations include :

• Working in a different store format, such as moving from a small store to a high volume flagship location.
• Spending time in a back office function, for example scheduling, stock control or customer service support.
• Taking part in cross store projects, such as a new system rollout or an industry specific initiative.

These experiences help assistant managers see how decisions in one area affect the wider business. They also reveal who adapts quickly, who can build relationships with new team members and who can maintain performance in unfamiliar environments.

Align rewards and career paths with succession goals

Finally, organisations should make sure that the way they reward and promote assistant managers supports long term succession, not just short term coverage. If the role is treated as a dead end, strong people will leave before they can move into higher management.

To avoid that, companies can :

• Define clear career paths from assistant manager to store manager, general manager or specialist roles.
• Link pay progression to the acquisition of new skills and successful completion of development milestones.
• Recognise developmental work such as mentoring new hires or improving team performance, not only sales results.

When assistant managers see that their job is a recognised step in a broader management career, they are more likely to stay, invest in their own growth and contribute actively to the organisation’s succession planning efforts.

What assistant managers can do to position themselves in succession planning

Think like the next level, not just the next task

If you are an assistant manager today, succession planning starts with how you think about your job. Your official job description might focus on store management, customer service, or daily operations, but the real test is whether you think like a future general manager, not just a reliable manager assistant.

Ask yourself regularly :

• Do I understand how my team’s performance connects to the wider business strategy ?
• Can I explain why company policies exist, not only repeat them ?
• Am I making decisions that protect long term results, not only today’s targets ?

Leaders in succession pipelines are usually the assistant managers who can step back from the rush of daily work and see patterns : where the store is losing time, where customer service is slipping, where employee engagement is dropping. That mindset is what senior managers look for when they review duties and responsibilities for promotion.

Turn your current duties into visible leadership moments

Most assistant managers already do a lot of leadership work, but it often stays invisible. To position yourself in succession planning, you need to make your responsibilities and results easier to see and measure.

Practical ways to do that :

• Own a performance area : Take clear responsibility for one part of the store or team performance, such as shrink, scheduling, training, or customer service scores. Track results over time and share them with your manager.
• Document improvements : When you change a process, adjust a rota, or redesign a task, write down the before and after. A simple one page summary of the problem, your decision making, and the outcome can be powerful evidence in succession discussions.
• Lead small projects : Volunteer to lead a seasonal campaign, a new product launch, or an update to company policies on the shop floor. Treat it like a mini manager job, with clear goals, timelines, and follow up.

These actions turn everyday duties responsibilities into a portfolio of leadership experience. When senior managers or HR review assistant manager job descriptions or consider who to hire into a full time manager role, they look for this kind of concrete impact.

Build a deliberate skills and training roadmap

Succession planning is not only about doing your current job well. It is about closing the gap between your present role and the next one. That means building a clear, written roadmap for your skills and training.

Start with three questions :

• What does the general manager or store manager in your location actually do each week ?
• Which of those tasks and responsibilities are you already doing ?
• Where are the gaps in your skills, knowledge, or confidence ?

Then, turn the gaps into a simple plan :

• Financial skills : Ask to be involved in budgeting, forecasting, or reviewing store performance reports. Even 30 minutes a week with your manager going through numbers will build your management credibility.
• People management : Request to lead more one to one conversations, onboarding of new team members, or parts of the performance review cycle. This is often where future leaders are spotted.
• Operational depth : If your industry specific environment has complex compliance or safety rules, ask for formal training and then take ownership of ensuring the team follows them.

Do not wait for the company to design all the training. Use internal resources, online courses, and cross training with other managers. The assistant managers who move up fastest are usually the ones who treat development as part of their job, not an optional extra.

Manage your own visibility without becoming political

Many assistant managers feel uncomfortable with self promotion. Yet in succession planning, decision makers can only consider the people they actually see and understand. The goal is not to brag, but to make your work visible in a professional way.

Some low noise, high impact habits :

• Structured updates : Send your manager a short weekly email or message summarising key results, issues, and decisions you handled. Keep it factual and linked to your responsibilities.
• Be present in cross functional meetings : When possible, join calls or meetings with other managers, not only your own team. This helps senior leaders see you as part of the wider management group.
• Share credit : When you talk about wins, highlight your team members by name and role. This shows you understand leadership is about enabling others, not only personal success.

In many organisations, when a manager hire is needed, leaders think first about the assistant managers they know and trust. Consistent, calm visibility helps you be on that mental shortlist when a post job for a new manager role appears.

Act as a culture carrier for policies and standards

From a succession planning perspective, one of the strongest signals that an assistant manager is ready for more is how they handle company policies and culture. Senior leaders want future managers who will protect the brand, not dilute it.

To position yourself as that person :

• Know the policies in detail : Go beyond the basic employee handbook. Understand how policies apply in real store management situations, such as scheduling, breaks, safety, and customer complaints.
• Coach, do not just correct : When team members break a rule, use it as a coaching moment. Explain the why, not only the what. This is the difference between an assistant and a leader.
• Model consistency : Apply standards the same way to all employees, including yourself. Inconsistent enforcement is a red flag when managers review potential successors.

When you are seen as the person who can be trusted to ensure compliance without damaging morale, you become a natural candidate for the next manager job.

Use every interaction as leadership practice

Succession planning is not only about big projects. It is also about how you handle small, daily interactions in your assistant manager role. Each conversation is a chance to practice the behaviours expected from future managers.

Focus on these everyday moments :

• Briefings and huddles : Treat short team meetings as leadership practice. Be clear, structured, and respectful of time. Link tasks to the bigger business picture.
• Conflict and complaints : When there is tension between team members or a difficult customer, step in with calm, fair decision making. Document what happened and what you learned.
• Feedback : Give specific, timely feedback, both positive and corrective. This is a core management skill that often separates assistant managers who stay in place from those who move up.

Over time, these small actions build a reputation. Other managers start to see you not only as an assistant, but as someone who already behaves like a full time manager.

Clarify your career path and ask for succession conversations

Finally, do not assume that your interest in progression is obvious. Many assistant managers wait for someone to tap them on the shoulder. In structured succession planning, it helps to be clear and direct about your ambitions.

Steps you can take :

• Schedule a focused discussion : Ask your manager for a dedicated meeting about your career path, separate from day to day issues. Treat it as seriously as you would treat a meeting with a customer or supplier.
• Bring evidence : Come with examples of projects, performance improvements, and responsibilities you have taken on. Link them to the manager job description used in your company.
• Ask for specific next steps : Instead of asking “Can I be promoted ?”, ask “What three things do I need to demonstrate in the next 6 to 12 months to be considered for a store manager or general manager role ?”.

If your organisation has formal job descriptions or a talent review process, ask how assistant managers are assessed in that system. Clarify what “ready now” or “ready in one year” actually means in your context. This turns vague ambition into a concrete development plan.

In some companies, contact details for HR or talent teams are shared openly. If there is a phone number or email for career support, use it professionally to understand the process, not to bypass your manager. Being proactive, informed, and respectful of structure is exactly the kind of behaviour that succession planning aims to reward.