Technical Mastery is not enough07 July 2016
Technical Mastery is not enough to be an effective Senior Manager.
I’m continually surprised that large well known multinational organisations promote managers to senior positions based upon their ability to know the company’s product, service or manufacturing process….their Technical Mastery.
I say this because most, if not all senior management positions required the need to manage and lead people. Either directly, through line management or indirectly through being a senior figure in the business and “leading by example”. So, their ability to lead and manage should be high on the list of requirements for these positions. One thing that surprises me is the lack of a tangible process to use to assess the requirements of the management position.
Still in many cases the “process” is shaped around the favoured candidates and little work is done on “creating” the picture of the ideal manager using a set of competencies that are measurable and quantifiable.
Companies would not like to admit it but often a candidate is promoted simply out of length of service, too much of a rush to get someone in the position because it is too detrimental to the business if not filled immediately, or the manager has pestered for promotion and “it oils the squeaky wheel”. Of course, all three of these reasons are wrong reasons!
The primary outcome expected from every senior manager should have two key components. These components should be important in equal measure. So, at least half of the time a senior manager should be building the capability of the business: Where the manager consistently delivers high quality results, both short and long term. Unfortunately, this is the only component that seems to matter in many cases.
The second component is builds organisation’s capacity where the senior manager; develops own capabilities, supports the development and full utilisation of other’s capabilities and the recruiting, training and retention efforts of the organisation. They also improve business processes – how the organisation accomplishes its objectives.
Download our one page aid to identifying the key “What Counts Factors” on our website now.
The extent to which each factor influences outcomes depends on the person’s job responsibilities. Use of these factors, therefore, should be tailored to the specific responsibilities of the individual.
Contact us at NewLeaf International to enquiry more about our approaches to leadership development and the implementation of management processes to manage change and continuous improvement, and very importantly to resist creating a culture that is totally TASK FOCUSSED.
Martin Gummery, NewLeaf International.