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Managing up the Curve- Leland Sandler
The document discusses the challenges of managing people in high-velocity business environments, emphasizing the need for rapid behavior modification and the selection of appropriate executives. It outlines the differences in skills and experiences required for small, mature, and high-velocity businesses, and the importance of avoiding 'horizontal' behaviors that can hinder progress. Key recommendations include focusing on transferable skills, providing timely interventions, and maintaining a strong capability to manage change.
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Managing up the Curve- Leland Sandler
- 1. Managing People “Upthe Curve” in a High Velocity Environment Selection, Management and Intervention Determine Success or Failure of People and the Business Leland Sandler Managing Partner The Sandler Group LLC
- 2. The High VelocityEnvironment High revenue growth High business expansion / acquisitions / mergers Turn-around Extraordinary commitment to improve One could argue-- – Goal should never be to remain small • Someone will eliminate you – Goal should never be to reach maturity • Reinvent • Commit to change or lose in the end – Goal should be to stay on the High Velocity curve
- 3. The High VelocityProblem • Generally, people fail to modify their behavior at a rate rapid enough to meet the demands and dynamic change of a High Velocity business • High Velocity business success and managing people “up the curve” – Understand required behaviors and skills – Select the right people – Recognize need for intervention – Intervene quickly and effectively
- 4. The High VelocityModel Revenue/ Scale/ Complexity Time Small Business High Velocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓
- 5. Small Business CareerExperience • Small Business – low scale – low growth – low change • Low experience to manage scale and complexity • Low skill capacity • Low experience anticipating and managing change • Executives from Small Business will generally lack skills for High Velocity – Must develop skills, and change skills, simultaneously – Low probability of success – Better to be in Mature Business to develop skills first
- 6. Mature Business CareerExperience • Mature Business – high scale – low growth – low change • High experience/skill to manage scale and complexity – More complex than Small Business – Know what the “answer” looks like • High skill capacity—big companies train and develop more! • Low experience managing change without resources • Executives from Mature Business will have strong, but potentially narrow, skills to adapt to High Velocity – Care must be exercised – Specific assignment to avoid the Small Business weakness – Changing management skills are the priority—Focus on behavior!
- 7. Requirements for HighVelocity Business • High Velocity Business – Increasing scale – High growth – High change • Executive requirements – High skill capacity (successfully manage different priorities at a high level simultaneously) – Strong capability to manage scale and complexity – High desire and capacity to manage change • Most demanding environment – Focus on those with high skill capacity – Pay attention to prior work environment and Small Business experiences – Assess flexibility, dynamic response, anticipatory skills
- 8. Going Horizontal Revenue/ Scale/ Complexity Time Small Business HighVelocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
- 9. Going Horizontal—The Management Opportunity •“Going Horizontal” (H) – Failure to stay on the curve—SK, SC, Δ – The further one goes off the curve, the harder to return! • Management role in H – Identify horizontal behavior and intervene – Pay attention to the difference between skills and behavioral coaching – Late and ineffective intervention is H behavior in itself • Required behavior—avoid H experiences – Give and receive feedback—frequently and aggressively – Waiting for change and “growing into the role” is a strategy for failure – Do not accept H behavior, it undermines the organization
- 10. Going Horizontal Revenue/ Scale/ Complexity Time Small Business HighVelocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
- 11. Selection and Management“Up the Curve” • Define current and future Company stages • Place the two points on the curve • Assess role in current and future stages – Pay attention to SC, SK and Δ • Assess executive – Use Small, Mature and High Velocity Business definitions – Place the executive in the context of the Company and role
- 12. People Implications • Donot make the error of domain knowledge (bias) • Focus on “transferable skills” – Analytical approach/skills – Proven ability to problem solve – Adaptability to new environments – Ability to learn • The ideal candidate has Mature company development and High Velocity business experiences
- 13. Going Horizontal—Intervention • Coachingthe coach – Feedback to the coach about the coach’s team – Helping the coach “see it”, the first intervention – The coach who intervenes habitually late is horizontal, the second intervention • Looking in the mirror – The CEO is the leader in “up the curve” management – The daily intervention is managing one’s self up the curve
- 14. Going Horizontal Revenue/ Scale/ Complexity Time Small Business HighVelocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
- 15. 15 Questions & Comments LelandSandler Managing Partner The Sandler Group, LLC 858-344-6160 www.sandlergroup.net