Whenever a leader changes his role this involves certain modifications. The biggest changes, however, come with a shift from the position of a functional leader-specialist to the more general role of leading a whole business unit or a whole company. Michael Watkins, professor of a leading Swiss business school IMD, writes about these changes in an interesting article on trainingjournal.com. Based on qualitative research, which included interviews with more than forty senior managers, he identified the seven most significant changes to the nature of leadership managers go through when entering senior-level positions.
What are they?
1. "From specialist to generalist"
Each corporate function is a specific subculture with its own rules. A Marketing Manager simply can't speak the language of Operations or Research and Development. Senior managers must learn to understand the business across functions so that they can even manage areas in which they are not specialists.
2. "From analyst to integrator"
The task of a functional leader is to manage and develop employees in an analytical manner, and to achieve expertise in a particular area together. At a higher level of management, leaders should be able to integrate collective knowledge and address broader organizational issues.
3. "From tactician to strategist"
A leader in a senior management position must learn to think and act strategically with respect to the vision, mission and goals of the organization. That means the ability to perceive complex patterns of the organization's operation, including the behavior of customers and competitors.
4. "From bricklayer to architect"
Another change is the need to understand how strategy, structures, systems, processes and skills are interconnected. This also includes the ability to improve business processes and manage people.
5. "From problem-solver to agenda-setter"
Leaders are often promoted based on their ability to solve problems. In senior management, however, it is necessary to focus more on setting the agenda, i.e., what the company should do and what can be changed for the company to be more successful.
6. "From warrior to diplomat"
A senior manager must learn to expand his perspective from internal to external factors for the success of the company. He should actively build relationships with external partners, including the authorities, the media and investors. This also includes cooperation with other companies for the purpose of shaping the rules of the game in the market.
7. "From supporting cast to lead role"
For a leader of a company's marketing, R&D or other functions, it is enough to be a successful manager who is de facto one of many. However, if you lead a whole company, all subordinates look at you and want to see a good attitude, vision and inspiration. You will be the star of the show and it's up to you what kind of example you will be.
-kk-