The Leadership Pipeline Model in Action – Part 2

Let’s continue on our path to growing our leader. When our leader moves to this next level, he or she has become removed from communicating with the individual contributor.

From Managing Others to Functional Manager
Skill Requirements
  • New communication skills must be developed to reach all levels.
  • Understand and manage areas outside of one’s own work experiences.
  • Illustrate the maturity to take other functional concerns into consideration.
  • Become proficient at functional strategy and the ability to blend that strategy with the overall business strategy.
Time Applications Participate in business team meetings and work with other functional managers. Team play with other functional managers and management of competing resources is vital. Limit the focus on functional matters. Delegate functional responsibilities to direct reports.
Work Values Shift here is from talking to listening to not only direct reports but customers, vendors and industry analysts so that more facts and perspectives may be gathered. Adopt a broad, long-term perspective (three years). Focus is on pushing the technical, professional and operational envelope, looking for sustainable competitive advantage rather than immediate but temporary edge. Understand the relationship between the function and other functions as well as the overall corporate strategy. Appreciate the work that is outside one’s own experiences.
Signs this Level Has Not Been Mastered
  • Favoring and concentrating on areas where the individual is most comfortable, thereby undervaluing the unknown.
  • Failure to make the transition from an operational-project orientation to a strategic one (e.g. more focused on short term, demonstrates a poor sense of how the business operates.)
  • Immaturity as a leader-manager (e.g. lack of a control or measurement system, need to control everything, doesn’t trust others especially subordinates in unfamiliar areas, isolates himself except for a few direct reports where he or she has relationships).
Management’s Role in this Transition Place these managers on task forces, teams and committees of managers from different functions or with different backgrounds, skills and experiences. This will allow them to learn about new areas of work, develop new relationships with people who use different skills and methods.

Create meeting opportunities with other functional managers to discuss how they can work better together and what other opportunities exist for synergies.

Watch for development of and reinforce traits of maturity such as humility (aware that others may know more about something), delegation, communication and strong information flows within their organization.

By now you have probably noted that the common theme is that the skills in each of these passages are not the ones that you will use to become effective at the next level.

Let’s see if this trend continues.

From Functional Manager to Business Manager
Skill Requirements
  • Significant increase in autonomy, unfamiliarity and complexity at this level with a clear link between efforts and marketplace results.
  • Where he or she had to understand different functions before, he or she must now rely and integrate the functions and their leadership.
  • Balance future goals and present needs and make appropriate trade-offs.
  • The issue is no longer can we do something technically but rather will we make any money at this and is this profitability sustainable.
  • Become skilled at working with a wide variety of people and become sensitive to diverse functional issues.
Time Applications Shift from doing time to thinking time.
Work Values Learn to trust, accept advice and receive feedback from all functional managers even though they may never have experienced these functions personally.
Signs this Level Has Not Been Mastered
  • Uninspired communications that doesn’t allow them to get their message across. This is because they are used to motivating a group of functional people who shared a particular “language” and now must address groups with different “languages”.
  • Inability to assemble a strong team of direct reports
  • Failure to grasp how the business can make money. This manifests itself in the failure to develop expense reduction or profit building programs. .
  • Problems with time management particularly in working upward, with direct reports and customers.
  • Neglecting the soft issues such as culture, feedback or organizational belief systems.
Management’s Role in this Transition Help business managers to learn to value all functions and assemble and rely on a strong team of direct reports. Encourage the business manager to spend time with each of his functional mangers to learn. Have them set goals which can serve as early warning systems of problems. Suggest that the business manager take an appropriate functional manager on trips to become more attuned to the marketplace.

Our next post will address two critical questions:

  1. Who is most responsible for the success of your leadership?
  2. What influences the likelihood that your people will execute successfully?
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