Manager to Leader Transformational Agenda

Based on HBR, June 2012 & 100 Managers in Action, TVRao

Specialist to Generalist
Tendency to stay in functional comfort zone Job rotation and cross-functional projects help Recognize that different business functions have distinct managerial subcultures, mental models and language Learn to speak the language of all functions and translate them when necessary and

Analyst to Integrator
Manage and integrate collective knowledge of all functions to solve problems and prepare strategies for future

Tactician to Strategist
Micro management attending meetings, pushing projects, solving day to day problems etc. Level shifting- when to focus on details and when to focus on big picture and the relationship between the two Pattern recognition- separate signal from notice Mental stimulation- anticipating response of competitors, clients etc.

Brick Layer to Architect

Itch to change thing that can be changed easily to make a mark is temptation to be avoided. For example creating anew organizational structure like regional offices, zonal offices etc. in India is a common disaster. It changes power equations and adds new power structures and increases overheads Learn from others. Become responsible for altering the architecture of the organization, processes and skill base Appreciate inter-linkages

Problem Solver to Agenda Setter

From solving problems to identifying which problems to solve Learn to prioritize and communicate in ways hat others will respond

Warrior to Diplomat
From dealing with one set up people to multiple stake holders. Understand how customer organizations, government, regulators etc. function and manage complex business environment Build linkages and networks

Supporting Cast Member to Leader

Define compelling vision and share it in an inspiring way

Illustrative Lessons from 100 Managers

They are hard core Networkers They are achievement driven and focus on building problem solving culture They want to live many lives: These leaders want to share their own experience with others They are perseverant: They implement systems and keep coming back to them for monitoring They exhibit their Leadership skills from early years They are self motivated and are self aware They are open to views of others and feedback They build on strengths They get support from their families

Lessons from 100 Managers

They articulate a vision for their sphere of work. They are driven by technology. They have a knack of balancing short-term results with the long-term goals They are also conscious of the need for and the importance of building an appropriate organisational culture. They are good motivators and developers of people. They are also good in understanding the needs and requirements of their colleagues and internal customers. They are good team workers. They are good Boss Managers. They are customer focused

Illustrative Lessons from 100 Managers

They are hard core Networkers They are achievement driven and focus on building problem solving culture They want to live many lives: These leaders want to share their own experience with others They are perseverant: They implement systems and keep coming back to them for monitoring They exhibit their Leadership skills from early years They are self motivated and are self aware They are open to views of others and feedback They build on strengths They get support from their families

Lessons from 100 Managers

They articulate a vision for their sphere of work. They are driven by technology. They have a knack of balancing short-term results with the long-term goals They are also conscious of the need for and the importance of building an appropriate organisational culture. They are good motivators and developers of people. They are also good in understanding the needs and requirements of their colleagues and internal customers. They are good team workers. They are good Boss Managers. They are customer focused