The Role of a Manager Has to Change in 5 Key Ways
hbr.org
These have become the default dimensions of a manager. But they relate to pursuing a fixed target in a stable landscape. Take away the stability of the landscape, and one needs to start thinking about the fluidity of the target. This is what’s happening today, and managers must move away from the fr
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- These have become the default dimensions of a manager. But they relate to pursuing a fixed target in a stable landscape. Take away the stability of the landscape, and one needs to start thinking about the fluidity of the target. This is what’s happening today, and managers must move away from the friendly confines of these five tasks. To help organ...
- Restrictive to expansive: Too many managers micromanage. They don’t delegate or let direct reports make decisions, and they needlessly monitor other people’s work.
- Exclusive to inclusive: Too many managers believe they are smart enough to make all the decisions without the aid of anyone else.
- Repetitive to innovative: Managers often encourage predictability — they want things nailed down, systems in place, and existing performance measures high.
- Problem solver to challenger: Solving problems is never a substitute for growing a business.
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