During our last day of our strategic management course we generally take a few moments and discuss what the graduates may face on returning to work. There certainly will be challenges returning with the newly minted MBA and fitting into their old position.
During the course we talk about walking in the shoes of the other party– viewing the hand from the other side– it is important that graduates consider how they will be perceived by their immediate superiors and others. Often as a threat given they have had access to new notions and concepts that when introduced in the workplace might create tension interacting with those who do not want change.
I read an article about 10 years ago and made some notes and additions… I thought you might enjoy the read and receive some guidance…
The Mystery & Intrigue of Senior Management: A Perspective from Those Below and the Reality!
Remember those ‘below’ perceive that:
- A senior manager’s life gets less complicated as they reach the top of the pyramid; and that senior managers know everything that’s going on in the organization;
- That they can access all the resources required and as result can be more decisive in implementing strategy;
- That the senior management’s day is primarily about making broad policy decisions and formulating precise objectives;
- That collectively the senior executive ‘primary activity’ is conceptualizing long-range range plans; and
- Often these folks are seen as ‘navel gazing’ about the role their organization in society.
Here is the reality about ‘your roles’…
Senior managers must grow 10 competencies:
- Keep well-informed about a wide range of operating decisions made at different levels in the company. Grows a network of information sources in many different departments. Do not be timid about bypassing the lines of communications set out in the organizational chart. The very purpose of a hierarchy is to prevent information from reaching higher layers –it operates as an information filter- ‘Keep your pipelines open’. Exercise ‘management by walkabout’ (MBWA).
- Focus your time and energy. Be aware of the operational issues, BUT do not readily participate in lower-level decisions. Only so many hours in the day. Train subordinates to bring the matters before you for decisions to assist in identify problems when the organization needs help but try not to give orders but rather ‘ask perceptive questions’ (Socratic dialogue) – These suggestions will lead the individual / team(s) to the solution.
- Establish and maintain a current policy manual-90% of what you do is ‘boiler plate’… Therefore polices… find the balance—don’t become ‘the police’. Remain ‘a commando / infantry’. So -yes we need policies but we also need to maintain flexibility – discretion. …establish relevant A skillful manager will resist the urge to compile a policy manual just for the sake of having a policy manual—use corporate culture and other values instead!
- Concentrate on a limited amount of objectives / tasks… Be ‘the gardener’- prune the suckers!( See the Rose Bush Analogy )LINK on site
- Play the power game. A successful manager is sensitive and acutely aware of the power structure within the organization. (E.g. Secretaries / gate keepers). For females might I suggest (at some risk I know) — Establish ‘a female’ support group to move quickly up the organization’s hierarchy- support each other.
- Analyze the positions of various individuals and units of the organization – undertake a stakeholder’s analysis from your perspective – develop a strategy so you can operate successfully. Be good at putting up a few ‘trial balloons’ within the organization. Be Machiavellian – use ‘dummies’. Work with ‘idea men’ in different parts the organization. (See– Stakeholder Analysis)LINK Tool Box. Have you considered this strategic thinking concept (strategy) for leading your team? …Or in your day to day involvement with others? Got a game plan?
- Develop a sense of timing – understand how much you can push! If the troops are ‘bitching’ you are alright, however if the troops go ‘sullen’ you are in trouble!
- Know how to satisfy the organization and its need for a sense of direction. Establish a BHASO / BHAG. Always be prepared to modify your personal and corporate long-term and short-term objectives. Remember one principal of administration is ‘flexibility’. At the corporate level senior management shy away from precise statements of objectives / goals in order to meet the turbulent ecosystem. Objectives / goals must stretch the organization —— they keep all focused.
- Subordinates need pressing objectives, however recall objectives limit the range of possibilities for operating – less room to roam at will- may impact innovation and initiative-find the appropriate balance.
- Finally, be Socratic, — lead from behind… More on this as we proceed—Remember, you will present ‘a threat’ when you return to the work place… You must earn ‘brownie points” before you can provide constructive criticism safely.
Note With thanks to Understanding Organizational Reality: Concepts for the Change Leader – Keith O. Owen, A. Steven Dietz, 2012 (sagepub.com)