managers often encounter difficulties in the change of values required to effectivelymanage others.
Managing Others to Managing Managers
The second passage is from managing Others to managing Managers. This passagein the leadership pipeline is often ignored due to the assumption that managingothers and managing other managers are quite similar. It is important to note that thetwo are entirely different tasks. Managing managers is a more crucial task andrequires the key ability to identify who has the potential to be good leaders. Failure todo so can lead to holding first-line managers for technical work instead of managerialwork.
Managing Managers to Functional Managers
The third passage is from managing Managers to Functional managers. Thispassage is a much tougher transition because it requires an increase in managerialmaturity. This means he has to learn to let go of previous management work, andinstead focus on the functions of the business. The manager also needs to take on amore holistic approach and strategic mindset. This is required for creating functionalstrategies for the company and managing the whole function of the business.
Functional Managers to Business Managers
The fourth passage is from Functional managers to Business managers. Thispassage is the most fulfilling and the most satisfying among all the passagesbecause it gives the manager more control and say about the company operationsand strategies.
Business Managers to Group Managers
The fifth passage is from Business managers to Group managers. This particular passage places value in the success of other people's businesses. This focuses ongroup of businesses, not just one. Therefore, a Group manager is required tobecome more proficient at evaluating strategies, developing and coaching businessmanagers, creating a portfolio strategy, and correctly assessing the right corecapabilities to succeed.
Group Managers to Enterprise Managers
The sixth and final passage is from Group managers to Enterprise managers. Theseare the CEOs and presidents of the companies. This passage focuses more onvalues and skills because this position requires a visionary leader. EnterpriseManagers would have to let go of the individual products and customers, and see thewhole picture. Usually, they are required to set three or four priority goals, and focuson implementing the strategies for these goals. The biggest problem in this passageis that Enterprise managers often fail to change their values and mindset. Hence, it isvery difficult to develop a CEO for this transition.
All Marketers Are Liars By Seth Godin
ll Marketers Are Liars By Seth Godin
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