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Mmi leadership 2


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Mmi leadership 2

  1. 1. <ul><ul><li>Roles and expectation </li></ul></ul>New managers expectations Direct reports expectations Supervisors expectations Peers expectations Chapter II
  2. 2. Expectations matrix “ Old managing tasks, only with more power, control, and accountability” “ Get things done through others” “ Managerial duties over rights and privileges, and people management over task management” “ Expect new manager to cultivate peer relationships” Supervisors New managers Direct reports Peers
  3. 3. New managers' expectations <ul><li>Keep managing tasks (not necessarily people) as before—only with more power, control, and accountability </li></ul><ul><li>They see their primary responsibilities as: </li></ul><ul><ul><li>Making task-related or operational decisions </li></ul></ul><ul><ul><li>Hiring and firing direct reports </li></ul></ul><ul><ul><li>Providing opportunities and innovative ideas </li></ul></ul><ul><ul><li>Planning </li></ul></ul>
  4. 4. Direct reports' expectations <ul><li>Get things done through others and do “the right thing” </li></ul><ul><li>The managing job is to: </li></ul><ul><ul><li>Organize and direct the group's strategic goals </li></ul></ul><ul><ul><li>Support direct reports as they accomplish tasks, including offering guidance, resources, and a sympathetic ear </li></ul></ul><ul><ul><li>Create the conditions that will help direct reports succeed—providing leadership (including coaching and feedback), anticipating long-term changes in the business environment, and building effective networks </li></ul></ul><ul><ul><li>Solve problems and answer questions decisively </li></ul></ul><ul><ul><li>Do “the right thing”, in the ethical sense </li></ul></ul>
  5. 5. Supervisors' expectations <ul><li>Put managerial duties over rights and privileges, and people management over task management </li></ul><ul><li>The managing job is to: </li></ul><ul><ul><li>Accept final accountability for their unit </li></ul></ul><ul><ul><li>Motivate direct reports to support corporate goals </li></ul></ul><ul><ul><li>Make trade-offs and manage risks </li></ul></ul><ul><ul><li>Formulate and follow well thought-out plans </li></ul></ul><ul><ul><li>Balance their group's interests with those of others </li></ul></ul><ul><ul><li>Protect the reputations of their superiors and the company </li></ul></ul>
  6. 6. Peers' expectations <ul><li>Expect new manager to cultivate peer relationships as well as relationships with direct reports and supervisors </li></ul><ul><li>Managers in other functional areas expect a new manager to: </li></ul><ul><ul><li>Represent his/her group or department </li></ul></ul><ul><ul><li>Span boundaries between groups by sharing needed information and resources </li></ul></ul><ul><ul><li>Set agendas and build networks </li></ul></ul><ul><ul><li>Treat peers as partners </li></ul></ul><ul><ul><li>Do what's best for the company </li></ul></ul>