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Leadership :Pipeline (Passage Four: From Functional Manager to Business…
Leadership :Pipeline
Passage One: From Managing Self
to Managing Others
Skills
filling jobs
measuring the work of others.
planning work
assigning work
motivating & coaching
Help others perform effectively
shift from “ doing ” work to getting work done through others.
Reallocating time
making time for others,
value managerial work rather than just tolerate it
they must view this other - directed work as mission - critical to their success.
Value changes will take place only if upper management reinforces the need to shift beliefs and if people find they're successful at their new jobs after a value shift.
Passage Two: From Managing Others to Managing Managers
managers must be pure management.
Skills
selecting people to turn
Passage One
assigning managerial and leadership work to them
measuring their progress as managers
coaching them
begin to think beyond their function and concern themselves with strategic issues that support the overall business
identify value based resistance to managerial work
to return people to individual - contributor roles if first - line managers don't shift their behaviors and values.
Passage Three: From Managing Managers
to Functional Manager
development of new communication skills: penetrate through 2 layers
Understand foreign work & learn to value it
become skilled at taking other functional concerns and needs into consideration
team play with other functional managers
competition for resources based on business needs
proficient strategists, not only for their function but also for blending their functional strategy with the overall business strategy
delegate responsibility for overseeing many functional tasks to direct reports
managerial maturity- think & act like a functional manager
need to adopt a broad, long - term perspective: Long - term strategy, such as state - of - the - art, futuristic thinking
Passage Four: From Functional Manager
to Business Manager
Autonomy
in charge of integrating functions, whereas before they simply had to understand and work with other functions
Shift from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long - term view (Is the profitability result sustainable?).
responsible for many unfamiliar functions and outcome
learn to manage different functions
become skilled at working with a wider variety of people than ever before
more sensitive to functional diversity issues and communicating clearly and effectively
balancing act between future goals and present needs and making trade-offs between the two
stop doing every second of the day and reserve time for reflection and analysis
learn to trust, accept advice, and receive feedback from all functional managers
Value support staff functions- finance, HR, legal, etc
Passage Five: From Business Manager to Group Manager
assessing whether they have the right core capabilities- taking a hard, objective look at their range of resources and making a judgment based on analysis and experience
Portfolio strategy- Do I
have the right collection of businesses? What businesses should beadded, subtracted, or changed to position us properly and ensure
current and future earnings
development of business managers
proficient at evaluating strategy for
capital allocation and deployment purposes
values the success of other people’s businesses
need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government, and ceremonial activities
prepare themselves for the bigger decisions,
greater risks and uncertainties, and longer time spans that are inherent to this leadership level
evolve their perspective to the point that they see issues in the broadest possible terms
Passage Six: From Group Manager to Enterprise Manager
long - term, visionary thinkers
know and drive quarter - by - quarter performance that is in tune with longer - term strategy
shift in responsibility from strategic to visionary thinking and from an operations to a global perspective
manage external constituencies, sense significant external shifts, and do something about them proactively
must let go of the pieces — that is, the individual products and customers — and focus on the whole (How well do we conceive, develop, produce, and market all products to all customers?)
assemble a team of high-achieving and ambitious direct reports, knowing that some of them want his job and picking them for the team despite this knowledge
inspiring the entire employee population through a variety of communication tools is essential