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1-Page Summary of The Leadership Pipeline
Rites of Passage
Six Interactions Every Leader Has
Managing other workers
The first step in becoming a manager is to take over the responsibilities of other people. In some ways, it’s the most difficult job because you must learn to manage others and give up your old role. A manager spends his or her time planning, matching people with jobs, giving assignments, encouraging workers and evaluating their progress. Many new managers want to continue doing what they’ve always done; therefore they must change their behavior.
Managing other managers
Communication is now more important than ever. It’s been complicated by the fact that it must pass through other managers and can’t go directly to workers.
Managing a function
When a person moves into management, he or she will be managing people who work on things that are new to him or her. He or she will report to managers who oversee multiple departments.
Managing a business
Businesses are becoming more and more complex. To succeed, business managers need to understand the various functions of their business and how they all work together. Business managers also have to balance short-term goals with long-term planning. When this passage is mastered, businesses will be more successful.
Managing a group of businesses
Managers must help other people’s businesses succeed. They need to make sure that those business get the credit they deserve. This is a big change for managers who enjoy getting the attention themselves. Managers may have to develop skills in allocating capital, developing other managers, and thinking of their group as a portfolio of businesses instead of one large company.
Managing an enterprise
The leader of an enterprise must value the long-term, but also must institute the operating machinery necessary for short-term performance.
In order to transition from being a manager in a large company to becoming the owner of that same company, you have to be aware of what other people think. You need to understand how they’ll react if you change things and also see where your weaknesses are. You should assemble a team around yourself that can help you with the transition. This will require some diplomacy so that everyone is on board with your new ideas and plans for the future. It’s important not only to listen, but also give people confidence in their own roles when transitioning into an entirely different position within your organization or business.
From Self-Management to Other-Management
The hardest part of this transition is that you need to work through others. It’s like those carnival games where you manipulate a toy crane to pick up prizes inside a glass case. You’d be able to get the prize faster by using your hands, but it’s not the game. New managers often have trouble letting go because they’re used to doing things themselves and want people to know how good they were at their old jobs. They tend to overwhelm subordinates, and may solve problems instead of letting them solve them (and learn from that). The best first-time managers are good at three things: 1) Figure out what needs to be done – Discuss expectations up and down the hierarchy, make plans, assign work to the right people and let them do it; 2) Delegate effectively – Give clear instructions so that projects will move forward smoothly; 3) Provide feedback on performance – Let employees know when they’ve met or exceeded expectations or fallen short in some way so they can correct course if necessary
- As a manager, it’s important to know what your team members are doing and be involved in their work. You can encourage them by giving advice, getting resources for them, solving problems they’re having with the project, and sharing data about how the project is going.
