Leadership                    From Manager, to                              Manager of Managers,                          ...
When developing a set of Competency Indicators about                      Management, like this…   Not Okay               ...
Passage  Six                    Passage                     FivePassage Four                    Passage                   ...
•   Management is not one thing     •   Misunderstanding leadership         transitions is one cause of poor         leade...
•   Manage Self to Manage Others     •   Manage Others to Manager         Managers     •   Manage Single Discipline to    ...
Getting resultsthrough others
•   Individual Contributors become         managers when         •   They are strong in their discipline         •   They ...
•   Planning Work     •   Assigning Work     •   Motivating the team     •   Coaching the team     •   Hiring     •   Meas...
•   Not making the value shift        •   From tolerating management work to            truly understanding its value    •...
•   Team meetings never happen     •   Team members don’t know what         their manager does     •   Direct reports are ...
•   Don’t just fix        •   Do teach them to      mistakes                  avoid the mistake                           ...
Poor Front Line  Managers will  NOT be betterManager of Managers
•   Team gets bigger and the best front          line manager is asked to step up      •   Team needs leadershipManage Oth...
•   Assigning managerial and         leadership work     •   Coaching managers     •   Redeploying resources     •   Measu...
•   Trying to manage individual        contributors directly, and not their        managers    •   Single minded focus on ...
•   Difficulty delegating     •   Delegates, but without accountability     •   Direct managers are not improving     •   ...
•   Don’t use power to    •   Do use power to      demean                    motivate  •   Don’t set managers    •   Do bu...
Managing multiple disciplines is     about shifting fromFunctional Expertise     toFunctional      Integration
•   Taking responsibility for the          business as a whole      •   A Manager of Managers who          demonstrates br...
•   Planning Work           •   Assigning managerial and  •   Assigning Work              leadership work  •   Motivating ...
•   Over valuing the function they are        most familiar with    •   Over managing the function they        are most fa...
•   Team meetings never happen     •   Function heads don’t know what their         boss does     •   No performance manag...
•   Do put time  •   Don’t spend all                            aside for      your time on                            ref...
•   Make growing through        Management a choice, not a        requirement    •   Coach, emphasizing the new        ski...
{   Recommend Reading    “The Leadership Pipeline: How                                                     {   Contact Inf...
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Leadership Transitions IGDA Leadership Forum 2011

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Presentation given at the IGDA Leadership Forum 2011 by Joshua Howard, discussing how different levels of management/leadership

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  • Description: There are several transitions that growing leaders must successfully navigate. The core of this talk will be to focus on the first three of these transitions, as they are the most common, and failing these transitions significantly limits the opportunities to continue growing as a leader. These transitions are:• From Individual Contributor to Manager• From Manager to Manager of Managers• From Single Discipline to Multi Discipline ManagementThis talk will discuss the challenges each of these transitions presents, and offer real world and solid coaching for how to overcome these challenges. Whether you are experiencing one of these leadership transitions yourself, or are working with someone who is, this talk will help you see why these transitions are truly different from each other, and how they need to be approached differently to be successful.
  • Leadership Transitions IGDA Leadership Forum 2011

    1. 1. Leadership From Manager, to Manager of Managers, to Multi-DisciplineTransitions Management { Joshua Howard IGDA Leadership Forum SlideShare Version Oct 2011
    2. 2. When developing a set of Competency Indicators about Management, like this… Not Okay Okay Good Better Demonstrates Finds innovative ways toManagement style Engages and motivates recognize and rewardcan sometimes cause sincere team members. success. Supports Acknowledges effectivedisengagement or enthusiasm behaviors or results employees when issuesdemotivation of about the team arise, turning negative immediately followingothers. results into learning and its work. employee successes. opportunities. It became clear that this framework did not address how Management changes as one moves from being a Front Line Manager to a Manager of Managers. There must be a tool that describes transitions through management… For more Competency Indicators, see The THUD, http://thethud.wordpress.com
    3. 3. Passage Six Passage FivePassage Four Passage ThreePassage Two Passage One Critical Career Passages in a Large Business From “The Leadership Pipeline”, by Organization R. Charan, S. Drotter, and J. Noel
    4. 4. • Management is not one thing • Misunderstanding leadership transitions is one cause of poor leadership • Poor leadership leads to poor business results1If Nothing Else 1As amply demonstrated by “The Extraordinary Leader”, by J. Zenger & J. Folkman
    5. 5. • Manage Self to Manage Others • Manage Others to Manager Managers • Manage Single Discipline to Manage Multiple FunctionsLeadership Transitions
    6. 6. Getting resultsthrough others
    7. 7. • Individual Contributors become managers when • They are strong in their discipline • They work well with others • But many more skills are needed to be a successful front line managerManage Self to Manage Others
    8. 8. • Planning Work • Assigning Work • Motivating the team • Coaching the team • Hiring • Measuring the work of othersFront Line Manager Skillset
    9. 9. • Not making the value shift • From tolerating management work to truly understanding its value • Overpowering their direct reports • Taking direction only from above, and not developing strong sideways relationshipsCommon Pitfalls
    10. 10. • Team meetings never happen • Team members don’t know what their manager does • Direct reports are not improving • Never pushing back on management on behalf of their teamTrouble Signs
    11. 11. • Don’t just fix • Do teach them to mistakes avoid the mistake next time • Don’t exhibit favoritism • Do recognize individual strengths • Don’t ease a new manager into the • Do insist that front role by giving them line managers spend a small team time managingDo’s and Don’ts
    12. 12. Poor Front Line Managers will NOT be betterManager of Managers
    13. 13. • Team gets bigger and the best front line manager is asked to step up • Team needs leadershipManage Others to Manager ofManagers
    14. 14. • Assigning managerial and leadership work • Coaching managers • Redeploying resources • Measuring progress of managers • Choosing front line managersManager of Managers Skillset
    15. 15. • Trying to manage individual contributors directly, and not their managers • Single minded focus on getting work done • And not growing organizational capabilityCommon Pitfalls
    16. 16. • Difficulty delegating • Delegates, but without accountability • Direct managers are not improving • Managers don’t know what their manager does • Blames the managers reporting to them for concerns upper management expressesTrouble Signs
    17. 17. • Don’t use power to • Do use power to demean motivate • Don’t set managers • Do bust silos against each other • Do ask “what are you • Don’t ask “will you doing to ensure your hit your date” team hits your date”Do’s and Don’ts
    18. 18. Managing multiple disciplines is about shifting fromFunctional Expertise toFunctional Integration
    19. 19. • Taking responsibility for the business as a whole • A Manager of Managers who demonstrates broader strategic thinkingManage Single Discipline to MultiDiscipline Management
    20. 20. • Planning Work • Assigning managerial and • Assigning Work leadership work • Motivating the team • Coaching managers • Coaching the team • Redeploying resources • Hiring • Measuring progress of • Measuring the work of managers others • Choosing front line managers • Coordinate functions for successful business delivery • Speak for all functions to upper managementMulti Discipline Manager Skillset
    21. 21. • Over valuing the function they are most familiar with • Over managing the function they are most familiar with • Over focus on successful execution • Instead of business resultsCommon Pitfalls
    22. 22. • Team meetings never happen • Function heads don’t know what their boss does • No performance management is evident • Never pushing back on management on behalf of their team • Needing to traffic cop cross function work • No clear successorTrouble Signs
    23. 23. • Do put time • Don’t spend all aside for your time on reflection and the now analysisDo’s and Don’ts
    24. 24. • Make growing through Management a choice, not a requirement • Coach, emphasizing the new skills needed • Provide a mentor • Remove from the roleWhat To Do
    25. 25. { Recommend Reading “The Leadership Pipeline: How { Contact Information • More from Joshua Howard to Build the Leadership • thereisnothem.wordpress.com Powered Company” • Email • by Ram Charan, Stephen Drotter and James Noel • mrjoshuahoward@gmail.com • www.ram-charan.com/leadership_pipeline.htm • All material © 2011 Joshua “The Extraordinary Leader: Howard or their respective Turning Good Managers into owners Great Leaders” • by John H. Zenger & Joseph R. Folkman • www.zfco.com The THUD • thethud.wordpress.comReferences

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