how exceptional managers develop

8/14/2019 How Exceptional Managers Develop

1/32


2/32


3/32

1984 Stevens Scheidler Stevens Vossler (parent company of The HR Chally Group)

TABLE OF CONTENTS

CREDITS ............................................................................................i

PREFACE ...........................................................................................ii

The Bottom Line ..............................................................................1

Identifying Exceptional Potential ...................................................3

Critical Skills of the Five Manager Types ......................................5

Where Exceptionals Fail or Succeed ..........................................7

Their First Insight: Lasting Value .................................................12

Seven Key Management Skills .....................................................14

Essential Practical Experiences ....................................................18

The Evolution of Exceptional Managers ......................................20

Conclusion: Looking Ahead .........................................................24


4/32


5/32

As with any worthwhile effort,many individuals were invaluableontributors to this project; not

all can be listed. We are mostappreciative of their efforts alongwith those identifed below.

Our frst Management Develop-ment Group whose comments areused throughout this report:

Hugh Brady, Sponsor, Vice Presidentnd General ManagerOperations and Support Group

O&SG) Electronics and DefenseE&D) Sector of TRW, Inc.

.D. Hunt, Participant, Electronic

Manufacturing Laboratory ManagerO&SG, E&D Sector of TRW, Inc.

C.J. Lazar, Participant, ProductionOperations Manager

O&SG, E&D Sector, TRW, Inc.

P.A. Pavesi, Participant, Manager ofManufacturing Technology Operations

O&SG, E&E Sector of TRW, Inc.

.T. Petroni, Participant and laterponsor of his own group, Director of

Business ManagementO&SG, E&D Sector of TRW, Inc.

.H. Walker, III, Participant, Managerf Engineering and Materials

ManagementO&SG, E&D Sector of TRW, Inc.

H.E. Cypert, Jr., Participant, Managerf Material OperationsO&SG, E&D Sector of TRW, Inc.

.M. Pulici, Participant, Director ofnformation Technology

O&SG, E&D Sector of TRW, Inc.

K. Brown, Personnel Facilitator andriginal visionary, (formerly) Human

Relations Manager of ManufacturingDivision, TRW, Inc.

K.T. Moore, Principal Administratorand internal source, Manager ofTraining Department


W. Ammons, Personnel Facilitator,Director of Human Relations


OtherKeyContrbutors:

W. Bambrick, Sponsor, InformationDevelopment Services Director


W. VanDeren, Personnel Facilitator,Human Relations Manager


D. Paulson, Personnel Facilitator,

Human Relations Manager O&SG, E&D Sector of TRW, Inc.

L. Williams, Personnel Facilitator,Human Relations Manager


Mike Korenich, Director of EmployeeRelations & Development


John Folkerth, President Shopsmith, Inc.

Robert Sammons, Executive VicePresident

Shopsmith, Inc.

Charles Red Scott, President Intermark, Inc.

Kraig Krammers, Group VicePresident

Intermark, Inc.

Roy Linton, President (retired) Standard Register Company

Dan Moss, (formerly) Director ofHuman Resources Administration

Standard Register Company

Fred Wall, President Robbins & Myers

Eddie Smith, Vice President ofHuman Resources and Public Affa

Robbins & Myers

David Leigh, Manager ofManagement Planning &Development

Robbins & Myers

Bernie Johnson, Sponsor, VicePresident and General Manager

Motors Division, TRW, Inc.

Richard Hannan, Sponsor, GenerManager

Transportation Electronics DivisTRW, Inc.

Charles Kugler, Personnel FacilitaHuman Relations Manager

Transportation Electronics DivisTRW, Inc.

R. Douglas Brynildsen Ph.D.,Sponsor, (formerly) Director ofManagement Development andTraining

Kaiser Aluminum & Chemical

James Sparkman, Vice President Primary Products


Walter Oliver, (formerly) DivisionPersonnel Manager


Roger Crawford, Division PersonnManager of Engineering

Formerly with Kaiser Aluminum Chemical

Credts

CREDITS


6/32

This is a summary report of a six-year research project by HR Chally that studied and sometimes installed managem

evelopment techniques in six very different American corporations. Though the specic ndings varied from compan

ompany, enough similarities emerged to support the conclusions contained in the chapters which follow.

This report would not have been possible without the support and sponsorship of Critical Leaders and forward-thin

ompanies.

Hugh Brady

Group Vice President & General Manager

O&SG, TRW, Inc.

(The major visionary and sponsor)

John Folkerth

President and C.E.O.

Shopsmith, Inc.

Charles Red Scott


Intermark, Inc.

Fred Wall


Robbins & Myers, Inc.

Roy Linton

President (now retired)

The Standard Register Company

R. Douglas Brynildsen, Ph.D.

(formerly) Director of Executive DevelopmentKaiser Aluminum & Chemical

Karen Brown

(formerly) Human Resources Manager

Manufacturing Division, TRW, Inc.

(The initial champion of this study)

Karen Trader-Moore

Manager of Training & Development

O&SG, E&D Sector, TRW, Inc.

Preface

PREFACE


7/32

The search for managerial excel-lence is not new; it is a hunt thategan with the inception of the rst

modern business. Yet in our fast-

aced, high-tech world, this pursuit for

utstanding leadership has reached

early quest-like heights, spurringountless publications and studies,

ll attempting to identify and measure

he magical components of excellence

within the corporate arena.

Does this mean that exceptional

managers are mythical beings to be

elegated to the ranks of the Tooth Fairy

nd Easter Bunny? No. Exceptional

managers do exist and often direct

ighly successful, model corporations.

However, if you ask an exceptionalmanager what factors led to their suc-

ess, they would probably credit talent

nd luck rather than a specic cause or

et of circumstances. This is because

heir practical knowledge and instincts

honed by experience - cannot easily

be expressed in crisp, logical terms.

Key concepts and experiences can

be reduced to truisms, but they do not

represent the set of guidelines and

proofs necessary to lead successive

generations to similar success.

Thus, management skills and the

intentionaldevelopment of exceptional

managers have been difcult to trans-

fer. Those who capture excellence in

practice are the least likely to be able to

communicate it to others. Exceptional

managers dont have the time or the

mission to translate their intuitive work-

ing principles into practical examples.

They are too busy managing. Hence,

we researchers write the books, but

the practitioners set the real standardsfor success which brings us to our

study.

This report documents the knowledge

and common sense skills shared by

exceptional managers. It is a step

toward clarifying those truisms

hear so often and creating a worka

replicable technology for the delibe

development of exceptional manag

Management development is ofte

vague and nebulous concept, but

possible to focus on several concprinciples that directly affect the

of a managers development. (

Figure 1) These principles eme

from six years of applied researc

six different corporations. They pro

the basic fundamentals for buil

an individually tailored managem

development program.

Intentional Exceptional

DevelopmentAlthough management developm

is often used as a means of ind

compensation, or a means of rew

ing managers, it can be a pract

succession-driven focus meant

develop the few critically neces

managers who will direct the co

rate destiny.

ConcreteToolsMeasure

IntangblesDuring the research, tools w

developed which were utilized to i

tify exceptional potential early

managers career. Softer and m

difcult to measure elements, s

as intelligence and motivation, w

accurately and concretely assesse

conjunction with such obvious fac

as visible performance and obs

able behaviors. In unison, these

approaches provided a means for

geting and selecting managers

demonstrably higher potential.

Abltyvs.PoorFt

All high-potential candidates w

not equally matched for, or cap

of, lling every corporate need.

example, corporations someti

THE TOP TEN FINDINGS Identiable and measurable factors predict exceptional

potential Matching managers to the right corporate roles determines their

success or failure

Toughest challenge: maintaining short-term results while stillcreating lasting value

Seven primary skills are common to all managers

Six key types of experiences drive manager development

Direct intervention does make a difference

Four successive stages of development lead to fullmanagement maturity

The process must be monitored and managed like any otherfunction

Organizational culture determines whether exceptional talentshould be developed or bought from the outside

Exceptional management skills can only be developed in trueHigh Potentials

Figure 1

TheBottomLne

The Bottom Line


8/32

eed innovation and growth-oriented

Project Managers; or they require

tabilizing, prot-oriented Production

Managers; and nally, they need a few

Critical Leaders who are capable of

maintaining the necessary balance of

oth preceding modes.

These three different proles of excep-

onal capability provide a guideline of

which types of candidates performxceptionally in the three distinct cor-

orate roles. Contrary to common

ogma, individual competence does

ot always guarantee success, and

ailure is often not due to incompe-

ence. A mismatch between managers

nd corporate roles, however, quite fre-

uently accounts for the sudden (and

ften permanent) stall experienced by

many rising managers.

UnversalSkllsWhile these three functional roles

re distinct, all exceptional manag-

rs routinely utilized seven identiable

kills. (see page 14) Certain crucial

xperiences provided the practical

pportunity to apply and then master

hese essential management skills.

Exceptional performance evolved

radually, as the managers rst tack-

ed, then conquered, a sequence of

rogressively tougher barriers leading

o management maturity. Exceptional

managers struggled to master these

even skills by applying them in spe-

ic practical situations. They also

ought to overcome the hurdles to

each management maturity. This was

universal challenge for all excep-

onal managers.

ExceptonalDevelopmentCant

BeCannedThe actual process consists of twelve

omponents which provide a guide-

ne for potential development. There

was no single correct pattern or xed

ormula. The various development

omponents were exible and uid;

ll or part of them may have sufced.

Their unique needs determined the

process itself: which elements, in what

sequence, and at what pace were all

tailored to provide the best possible

t.

Targeting Investment

Busnessvs.Altrusm

Not every good manager wants to be,

or can be, an exceptional manager.The leadership benet of increasing a

merely competent managers potential

by even ten percent is far exceeded

by the actual cost in terms of the time,

money, and energy necessary to

ensure success. For both the individ-

ual and the company, the fairly typical

approach of allowing the cream

rise to the top represents a tacit

nomic efciency and a practical

for managers to seek their own lev

comfort and ambition.

While it may sound contrary to

American dream, it is far cheaper

far more valuable for the corpora

to focus on, and invest solely in,

few potential superstars for extional manager development. S

managers potential, when increa

by ten percent, represents a far m

signicant payoff to the manager

the corporation in terms of short-

benets and long-term prots.

process puts much less emph

on developing or pressuring ma

ers who are competent in their na

niche, or who do not clearly feel

the additional struggle to reach the

is worth the eventual rewards.

TheBottomLne

From a representative group of

high potentials who have gone thro

this process, many have advan

dramatically within their corpora

Their salaries have increased an a

age of 100 percent over ve y

(after an adjustment for ination).

staffs they supervise have grown

500 percent and the average bumanaged has expanded 300 per

(also adjusted for ination). The

no hard evidence to suggest th

managers would not have progres

without this program. However, m

who participated do credit this proc

for a signicant part of their gro

and consequent advancement. T

sponsor also rates the program

successful.

The process described here focuon those exclusive few who repre

true exceptional management ca

ity. It provides a means for identif

what exceptional capacity is; how

obtained; a means for speeding gro

towards this objective; and nally,

cic results illustrated by mana

who participated in the process.

Start with the cascade (succession) process: Who do you have? Whos going to retire? Do you have aset o backups? Whats going tohappen to these people? Who are

your strong ones, and how are you going to develop them? Tat getsthe problem out on the table. You

deal with it rom several angles:its obvious we have a bunch ovacancies that we have to develop

people or; or, we have some peoplewho are really old and gray andarent going anywhere; or, we havesome people who are real up andcomers and weve got to gure outhow to provide them with a career.Or, we have a very quiet situationso we use the normal process o

developing people and making themmore enthusiastic. Te importantthing is to get the description o the

problem out on the table so you cangure out where you are. I wouldalways start with the evaluation,and go through that rst. Tenstart working with people to solvethe problem you have to deal with.

Hugh Brady, Sponsor

TheBottomLne


9/32

On a practical level, not everyonecan, nor should, be an exception-l manager. For the corporation, this

means development investment must

e aimed at the right audience.

Test results and performance data

rom 250 managers tracked over aix-year period identied factors which

nked directly with actual promotions

nd performance evaluations. This

enerates an approach that is both

oncrete and repeatable. Thus, the

evelopment skirmish line can be

eliberately narrowed, while the po-

ential for tangible, desirable results is

ptimized.

The First Cut: Visible

Behaviors

The performance factors used to as-

ess development candidates evolved

rom a focused interview process.

Managers were interviewed using a

tructured interview format, generat-

ng a wide variety of responses. Similar

esponses and concepts were then

rouped together and categorized,

eading to the identication of thirteen

ey performance factors. This process

was repeated for each organization.Based on the ndings, the legitimate

election factors could then be identi-

ed for each individual corporation.

Performance

Out of the thirteen, there were four key

erformance factors that predicted

potential as an exceptional manager.

(See Figure 2) The factors were found

by rating candidates on the thirteen

performance factors. These ratings

were then compared with measure-

ments of a candidates overall compe-tence and potential.

These four performance factors clear-

ly stood out among the various levels

of potential. It was, therefore, sufcient

to focus solely on these four factors

when determining exceptional capac-

ity. Ranked by order of importance,

these factors were:

1. Initiative

2.Decision-MakingEfciency

3. Leadership Potential

4. Willingness to Take

Appropriate Risks

1. Initiative

Active management was not eno

focused, proactive management

tics were demanded. High pemance ratings went to those mana

who anticipated and tackled probl

before they erupted. Buckling d

and doing the job thoroughly and

tematically was essential. On any

assigned, aggressive managem

was expected from start-up all the

through completion.

Identifying Exceptional Potential

I you (spread your resources)across the whole skirmish line, youare wasting them. You dont haveenough time or money, so you have

to be selective.

Hugh Brady, Sponsor

One o the biggest surprises wthe perormance reviews. You hathem with your boss over the yea but or the rst time, we saw

list o 13 things that are considerto be the more important attributo a manager. Tat was quiterevelation.

P.A. Pavesi, Participant

Initiative

Decision-Making Efficiency

Leadership Potential

Willingness to Take Appropriate Risks

Decision-Making Accuracy

Ability to Direct and Control Others

Willingness to Accept Responsibilityor Accountability

Presentation Skills

Oral Communication Skills

Ability to Handle Stress

Technical Competence in Specialty

Technical Competence in Related Areas

Written Communication Skills

72%

70%

67%

67%

66%

61%

59%

53%

43%

42%

41%

28%

28%

% OVERLAPWITH OVERALL

POTENTIAL

Prioritizing Critical Skills

These percentages were derived by squaring the correlation between each skill rating and the estimate of overallpotential. Squaring the correlation approximates the percentage of the overall potential factor accounted for by eachindividual skill or performance rating.

Figure 2

IdentfyngExceptonalPotental


10/32

2.Decision-MakingEfciency

The ability to distinguish and then fo-

us energy on important issues was

key quality. The best performers

elegated routine matters whenever

ossible, while consistently moni-

oring the delegates performance.

Such managers insisted on being in-

ormed of all factors touching on their

rea of responsibility. They then used

heir own intuitive knowledge to sort

hrough this information and formulate

decision. Subsequent actions were

med carefully to balance known ob-

tacles against favorable conditions

o achieve the greatest potential for

uccess. Such managers recognized

hat being 70 percent right today was

nnitely more valuable than being 100

ercent right when it was too late.

3. Leadership Potential

Managers people skills were vital.

High performers continuously motivat-

d subordinates in the most efcient,

ffective way. Rewards and penalties

were tied directly and clearly to both

he employees performance and per-

onality. Such managers worked to

ngender loyalty and commitment in

heir subordinates. Leadership status

nd power were earned instead of de-

manded.

4. Willingness to Take Appro-

priate Risks

The ability to make decisions effec-

vely was not sufcient. Highly rated

erformers made decisions even when

ome inuences were unknown. They

voided blind or impulsive risks by tak-

ng such actions only when tentative

ata could be backed by sound as-

umptions. Such managers stretched

ast comfortable performance levels

o seek both challenge and new suc-

ess horizons.

RefocusedThnkng

These four performance factors re-

eatedly marked exceptional capacity

in developing managers. This surprised

participants who had believed that

technical competence, communica-

tion skills, and presentation skills were

more crucial to their success. These

latter factors were not unimportant;

rather they were nondistinguishing. At

a high mid-management level, nearly

all those assessed had sufcient tech-

nical competence. Communication

and presentation skills simply did notcorrelate closely with the likelihood of

executive success.

These ndings also surprised top-

level decision-makers. The process

targeted the real factors behind their

decisions to promote, while the indis-

tinct qualities they believed to be the

foundation of such decisions, proved

to be less relevant. Their choices were

predicted by the four prime perfor-

mance criteria, even if they had neverconsciously made a promotion based

on those four factors.

Impact

These performance factors intro-

duced a means of controlling several

hazy areas. Candidates for develop-

ment could be more accurately identi-

ed, and hence, more effectively de-

veloped. Succession plans could be

evolved to target managers ready foradvancement when the opportunity

arose. Observable behaviors provided

documentation and factual anchors

for such decisions. Equally important,

corporations that needed to buy tal-

ent from outside sources could utilize

these factors to measure potential

candidates existing abilities and pre-

dict their future success.

These criteria served as the rst

cut in the selection of high-potentialexceptional managers. They were a

quick and useful, yet comparatively

inexpensive, tool. Furthermore, the

four key performance criteria proved

so signicant that, practically speak-

ing, all of the otherperformance ele-

ments could safely be ignored. They

were sufcient criteria for the selec

of outside talent or the decision to

mote a manager.

Whats more, these visible behav

were driven by, and linked to, the i

nal factors of intelligence and mo

tion. Neither initiative nor intellige

could be created where it did not e

nor could such be taught. There

when faced with a candidate low initiative ratings and high tec

cal competence, the choice bec

clear. Technical deciencies were

rectable; the lack of initiative was

Yet, despite their effectiveness in

dicting actual promotion decisi

these performance criteria could

completely predict the future succ

of managers who were promo

Internal forces and qualities had a

impact on such potential. Thus, pemance assessments were comb

with objective tests and measure

provide the most clear and accu

identication of exceptional pote

possible.

IdentfyngExceptonalPotental


11/32

position will occasionally require a

duction approach when the funct

primary outputs are repetitive, and

ume, quality, and consistency are

major requirements.

CorporateLne

ManagerSklls

.AbltytoDrectand

ControlOthers

.Decson-Makng

Efciency

.Decson-Makng

Accuracy

.EffectveWrtten

Communcaton

.LeadershpPotental

6.PractcalIntellgence

7.AnalytcAblty

Figure 3

Corporate Line Managers

Top Line Managers usually have a

roduction approach that focuses on

measurable and near-term results and

utputs. They emphasize efciency,

rot improvement, cost control, and

he renement of the processes and

rocedures that produce incrementalain. These managers may be innova-

ve, but avoid visionary or theoretical

hanges that have not been thoroughly

ested and proven. They minimize and

ontrol risk in order to optimize ef-

iency, and approach problem-solv-

ng from a planning and scheduling

erspective. Production-oriented Line

Managers usually step in after the

tart-up phase and rene and maintain

he established systems at an efcient,

ffective level. Top Line Managers are

sually not start-up or turnaround spe-

ialists. However, we know as a result

f our research, that a Line manage-

ment position will occasionally require

project approach when a major but

hort-term goal, such as an acquisi-

on or turn-around, is required.

CorporateStaff

ManagerSklls

. Intatve

. WllngnesstoAccept

Responsblty

3. ProtMentality

. AbltytoLearnthe

Busness

. Wllngnessto

DevelopTechncal

Competences

6. ManagementAmbton

7. PractcalIntellgence

8. AnalytcAblty

9. WllngnesstoTran/

Coach

Figure 4

Corporate Staff Managers

Top Staff Managers usually have a

project approach and focus on inno-

vative or creative solutions to specicneeds. These managers see improve-

ment goals as a project or series of

projects, each with distinct beginning

and ending points. They are more

concerned with major improvements

than incremental renements. Project-

oriented managers perform best in a

start-up environment or in a true project

capacity. They research, explore, and

design new technology or build new

applications for existing technology.

In problem-solving methods, ProjectManagers often opt for an intuitive or

deductive decision style and prefer to

test new solutions by trial and error.

They operate on a long-term basis

and prefer to function creatively within

the general parameters of a specied

goal. However, a Staff management

ProtCenter&

EntrepreneurSkll

1. ProtMentality

. Intatve

. WllngnesstoDevelo

TechncalCompetenc

. WllngnesstoAccept

Responsblty

. AbltytoLearnthe

Busness

6. AbltytoDrectand

ControlOthers

7. PractcalIntellgence

8. AnalytcAblty

Figure 5

Critical Skills of the Five Manager Types

Prot Center Managers anEntrepreneurs

Prot Center Managers and Entre

neurs (sometimes called intrapren

or entrepreneurs without portfolio)

distinguished by their close, hand

control of all the key functions that

tribute to the bottom-line. They a

layers of management between t

and the key actions or decisions

need to be made. They make a pof knowing all their subordinates

sonally and motivate on a one-to

basis. As a result, bureaucracy

red tape do not slow decision-mak

CrtcalSkllsoftheFveManagerTypes


12/32


13/32

Understanding where specicmanagers can be used mostffectively proved vital. Describing

xceptional managers from three

erspectives or proles helped clarify

why some good managers failed and

thers succeeded.

These exceptional managers were:

ProjectManagers- whoinnovated and initiated new

developments and growth

ProductonManagers- whostrived for stability, efciency,

and prot

CrtcalLeaders- whobalanced growth and prots toreach their vision of the future

An accurate match between managers

nnate talents and their organizational

oles generally led to success. Failure

was traced to good managers who

were operating in the wrong role.

For example, a Project Manager lling

a Production need would often change

and innovate system breakthroughs

when system renement, stability,

and predictable results were required.

Such managers had ability, but their

areas of strength did not match the

demands of their role.

A Three-Part Team

The skills, personal motivation, and

capacities of Project Managers and

Production Managers are quite dif-

ferent, and only a rare few Critical

Leaders were capable of switch-hit-

ting.

Both the Project and ProductionManager roles were crucial for the orga-

nization. A comprehensive assessment

of the corporations needs determined

which role was more essential at a

specied time. The need to stabilize

operations had to be weighed against

the need for innovation; the need for

improving quality had to be comp

to the need for growth.

Each manager contributed more

nicantly and more effectively in

set of circumstances over the o

As corporate needs shifted, the ance of the Project Manager vs.

Production Manager also nee

changing. Critical Leaders continuo

balanced and rebalanced, based

the corporations needs. For exam

the Project Manager was vital w

the need was to develop the corp

tions technical excellence or crea

capacity. The Production Manage

the other hand, remained focused

retaining and improving quality, effectiveness, and efciency. Cr

Leaders fully appreciated both

entations. By not over-committin

either, they could provide the ne

sary direction to vary both.

Each prole exhibited distinct and m

surable values, loyalties, motivati

and career orientations. (See Fi

8) Assessment tools were develo

which helped identify an indivi

managers inclination for one over the others. These evaluat

have helped to clarify and dene

hunches that companies have o

relied on.

Project Managers

Context

Both Project Managers and Produc

Managers maintained and impro

ongoing systems and impleme

new ones as the need arose.

Project Manager, however, perfor

best in a start-up environment or

true project capacity with a begin

and end.

The Project Manager researc

explored, and designed new technoFigure 8

Exceptional Manager Profiles

New and unique

Designs technology

Bored with repetition

90 percenter

Flexible

Builds capability

Personal skills and

reputation

Creative motivator

Standard and reliable

Applies technology

Frustrated with

constant change

99 percenter

Controlled

Builds results

Position and rank

Expert director

Directs the Balance Growth vs. profit

Short-term vs. long-

term

Developmental vs.

maintenance needs

Process vs. results

ProjectManager

CriticalLeader

ProductionManager

WhereExceptonalsFalorSucceed

Where Exceptionals Fail or Succeed


14/32


15/32

nd remained in their position as long

s their output generated sufcientewards. Project Managers may have

tarred during the start-up phases of

production function, but Production

Managers were needed to rene and

maintain the established systems.

Results were the primary focus. They

were most comfortable with functions

hat were concrete, measurable, and

ontrollable.

FlatSpots

Production Managers shone when a

ystem or a function needed to be per-

ected. However, they tended to resist

hange when the organization needed

reative expansion. They balked

ecause the need for change was

ot readily apparent. The opportunity

nd need for continuous renement

had one dream, to ne-tune the

tem, and they saw no need to b

another.

Critical Leaders

Context

Critical Leaders understood and s

up for the bigger picture. They w

able to build a guiding vision and

funnel money from the cash cow

fund this dream. Such managers

enough of an overview to go aga

the logical arguments of good peo

who were correct at the moment

who could not conceptualize the l

term requirements. Critical Lea

could envision, create, and main

systems which would provide l

range value to the corporation.

Most simply, the Critical Leader

the corporate advocate of the fu

They planned ahead without sacri

the present. Decisions were groun

in fact but based on intuition.

Focus

Neither specialist nor gener

Critical Leaders were multifacete

outlook, breadth, and depth. T

was the specialists commitmen

innovation and growth, as well as

practical need for stability and p

These two poles were not blen

and prot were still quite evident to

them. In contrast to the Project prole,Production Managers always remem-

bered to feed the cash cows. They

Figure 11

PROJECT RANGE PRODUCTION RANGE

R & D CenterManager

MarketResearchManager

StrategicPlanningManager

LaborNegotiations

Manager

AdvertisingExecutive

RecruitingManager

ProductEngineering

Manager

MarketingManager

Job ShopManager

HumanResourceManager

ProductionEngineeringManager

CustomerService

Manager

AccountingManager

Fast FoodChain

Manager

AdministrativeManager

ManagerCompensationand Benefits

SalesManagement

ProduMan

Typical Focus of Positions


Primary Management Roles

THEJOBS PROJECTMANAGER PRODUCTIONMANAGER

DistinguishingFeature

Unknown design

New technology

Pure (must invent)

Standard design

Standard technology

Practical (must apply)

Planning Method Trial and error Systematic hypothesis

Testing

Contingency planning

Flexible scheduling

Prepared to apply new

technology

Purpose Developmental Design, create

Maintenance & volume

Quality production

Time Constraintson Payout fromResults

Longer term Shorter term

Driving Forces Goal directed Costs spent as necessary

Cost directed

Efciency

Protability

ElementsMeasured(Evaluation)

Process (how well it was

done)

Results (whether it works)

Met goals

Area of RespectedResource

People capacity

The expertise of highly

skilled specialists

System capacity & reliability

Consistency regardless of the

people manning the system

Example New product development New product campaigns

R & D

Start-ups

Manufacturing

Accounting

Assembly Line

Field Sales

Figure 10


16/32

0

Rather, Critical Leaders leaned

trongly toward one orientation and

nly borrowed the core traits of the

ther proles. The perspectives of

he Production and Project orientation

were sufciently balanced to optimize

xcellence. (See Figure 12)

Contrbuton

Critical Leaders had the ability to cre-

ate visions and take risks. They took a

stance against the institutional tradition

of the moment. Often, Critical Leaders

could not easily express the logic

to justify a decision or vision, since

it was based on a variety of factual

and intuitive knowledge. Therefore,

they had to take responsibility for the

consequences of such decisions and

have the strength to risk being proved

wrong. The quality of their decisions

and the ability to install systems of

lasting value were direct measures of

the Critical Leaders capacity.

Balancing the Proles

CorporateNeed

Different combinations of managers

were required during different phases

of evolution. In a growth mode, an orga-

nization needed Project Managers to

conceive and design the technologies

and expertise the company marketed.

During periods of stabilization

maturity, they required fewer Pro

Managers and more Produc

Managers to maintain prot-ma

technologies and systems.

In a mature company, division

department, the need for Produc

Managers initially increased. T

reduced costs, streamlined syste

and maintained quality standards a new and innovative change

required. Those managers who w

lucky enough to be matched in pr

to the present needs of the organ

tion found their stars shining. Th

who werent, found their prospects

dimmed, yet often they did not un

stand why.

Hazards

Organizations that left a ProManager in a place too long suff

the pains of too much growth

change. Similarly, an organization

relied on production efciency too

eventually lost a competitive edge

The inclination toward either a Pro

or Production prole was

entrenched long before the mana

came to the business arena. A

could be tailored to t the manag

inherent orientation or managers oalternate orientation could be bro

in to replace them. With few ex

tions, such managers could not

their natural focus effectively eno

to be able to succeed in the oppo

role.

The Role of Critical Leade

At each stage of developmen

Critical Leader was needed to

grate, guide, direct, and plan forcorporate future. (See Figure

Only two to ve percent of all po

tial top managers needed to be Cr

Leaders, but these few were essen

They insisted on a high degree of f

and detail, yet understood the m

non-tangible and difcult-to-mea

factors which impacted the co

I think in the beginning I honestlydid not think much o participativemanagement. Here at the end,I have a better understandingo the pitalls and the worth o

participative management. Peopletake one o those (management)styles and promote it through their

lietime or oppose it. Our processorced us to sit out the right thingsand reject the wrong things. Youlearn rom it.

Hugh Brady, Sponsor

Figure 12

ProjectApproach

ProductionApproach

DegreeofExcelle

nce

DegreeofExcelle

nce

Exceptional ManagersTend to Adopt the More Extreme Position

Excellence Increases at theExtremes



17/32

ate environment. The Critical Leader

lone had the broad perspective nec-

ssary to determine the proper blend

f Project Managers and Production

Managers.

There was not a single path to becoming

Critical Leader. With enough effort,oth Project and Production Managers

ould escape the restrictions of their

ole. However, the transition was eas-

er for Project Managers because they

were often exposed to more functions

within the corporation. This diversity of

xperience was an absolute prerequi-

ite to Critical Leader capacity.

All Critical Leaders exhibited an incli-

ation toward one focus over the other

ut this leaning was balanced by anppreciation of the other prole. Not

ll managers were willing or able to

ndertake this challenge. At most,

nly ve out of every one hundred

xceptionalmanagers became Critical

eaders.

Pick a Winning Team

Most successful corporations main-

tained a mix of the two manager

proles at top levels. (See Figure 14)

The exceptional manager who evolved

from a Project orientation contributed

the qualities of innovation and

ibility, plus a desire to explore

avenues of technology application

understanding. The exceptional m

ager who evolved from a Produc

orientation contributed consiste

reliability, a high degree of cost

sciousness, and a results focus.

As a working unit or team, these

proles were a powerful combinaThe strengths of one offset the s

comings of the other, and vice ve

Together they provided the esse

balance of management motivat

and capacities: innovation and gro

plus sustained efciency and pro

The obverse was also true. Where

exceptional managers of like orie

tion were matched at top levels, e

manager exhibited similar stren

and similar at spots. Compalead by such combinations excelle

either creating new products, serv

and goods, or in maintaining e

ing systems and prot return. T

rarely excelled at both essential

spectives. As a result, the comp

often survived sufciently during i

growth spurts, but it lacked the

resiliency to prosper during se

business uctuations.

Figure 13

ProjectManager

ProductionManager

ChiefExecutive

Officer ChiefOperating

Officer

Executive

Executive

Manager

Manager

Strong Organizations TypicallyDevelop Management Balance

Figure 14



18/32

The tough management challengeis to build a better system thanwhat existed. Exceptional managers

ltimately measure success by the lon-

evity of the systems they have built. It

s the duration and dependability of theght, not the intensity of the ash, that

s the relevant standard of the lamp.

Considering how much easier it is to

measure, feel good about, and get

ewarded for short-term outputs, it

s not surprising that most emerging

managers focus on what needs to

e done now. The intangible factors

hat contribute to the overall worth of

corporation are much more difcult

o measure. Nevertheless, managerswho do gain the insight of creating last-

ng value pass the rst test of becoming

xceptional.

Realistically, business solutions or

ystems can only exhibit relative per-

manence. This permanence depends

n well-designed, rened methods

which are thoroughly communicated

to all users. Only systems that are

comprehensive, stable, and resilient

enough to prosper through varied

business cycles can attain a degree of

permanence. Such systems personify

lasting value. In recent times, the con-cept of lasting value has become trite.

Nonetheless, it is a vital and legitimate

part of exceptional capacity. Managers

who grew to understand lasting value

stood apart from the crowd.

Such managers learned to distin-

guish between short-term functions,

such as hands-on supervising, and

the broad-based, long-term ramica-

tions of managing. They differentiated

between actually doing tasks and plan-ning and installing systems that can

perform such tasks effectively over the

long-run.

Dual Accountability

Only exceptional managers under-

stood the need for and built, or further

developed, systems that had long-

term value. They routinely balan

two distinct levels of accountab

that of the doer/producer man

and that of the planner/builder m

ager. The doer/producer man

role produced short-term results. planner/builder manager created

tems that produced greater long-

capacity. (See Figure 15)

Doing Protects Prot andSurvival

The doer/producer manager m

decisions that produced short-

results. These efforts were valuable

consumable. Other than the imm

ate prot generated, nothing of greor residual value remained for

efforts. Their efforts were essent

an expense item for that company

The doer/producer manager

protected and maintained existing

tems which contributed to corpo

viability and prot. In times of cris

instability, when cash ow was

Their First Insight: Lasting Value

TherFrstInsght:LastngValue

Managements Dual RoleDOER/PRODUCER PLANNER/BUILDER

Focus Short-Term Results Long-Term Results

Benets Generates Prots Builds Assets

Budget & ResourceAllocation

Efforts Are Expensed Efforts Are Invested

Purpose Protects Survival Stimulates Growth

Emphasis Solves ProblemsMaintains Capacity

Builds Permanent Solutions

Improves Capability

Figure 15


19/32

Te development programs are

immensely important. I nothingelse, its the productivity issue ohaving people perceive issues biggerthan just the rivets crossing theirdesk.

H.E. Cypert, Jr., Participant

al, this role was particularly valuable.

Managers who were primarily focused

n short-term results merely fullled

he most basic requirement for cor-

orate survival. They did not actively

ontribute to the corporations capac-

y to sustain long-run success.

Building Creates FutureValue

The exceptional manager was com-

mitted to the planner/builder manager

ole. While the doer/producer man-

ger focused on short-term results,

he planner/builder manager cre-

ted lasting value for the corporation.

Productive systems were constructed

or redened to provide expanded cor-

porate capacity. These systems could

be either tangible or intangible but in

either case, they became an additional

asset to the corporation.

Integrating Accountability

The planner/builder role demanded

discipline and conscious control.

Excessive short-run distractions wereavoided or ignored so that the bulk

of the managers resources could be

invested in key areas. Many managers

settled into the doer/producer man-

ager role simply because it was easier

and more comfortable. Hence, recog-

nizing the concept of lasting value was

not enough. The managers had to be

willing and able to make the necessary

commitment.

In times of crisis, greater empha-sis was placed on the doer/producer

manager role. In times of growth, the

planner/builder manager mode pre-

vailed. For the exceptional manager,

these shifts were automatic and intui-

tive. They instinctively acted in the role

which would provide maximum value

to the corporation at that time.

Balancing Dual Roles

The need and ability to create

tems of lasting value distinguis

exceptional managers from all oth

Nonetheless these exceptional m

agers still retained some innate

toward either growth or prot, pro

or production. Few were able to o

come this bias effectively enoug

attain the optimum mix of both.Those exceptional managers who

blended these dual roles were Cr

Leaders. Critical because they w

able to achieve a balance betw

growth and prot, which is the m

difcult balance to achieve. Lea

because, unlike most managers,

did not allow their natural bias to u

this equilibrium. They success

elicited the cooperation and effo

subordinates of both preferences.

The concept of lasting value

among the rst, most difcult m

insights the young, high-potential m

agement candidates struggled w

Commitment to lasting value ma

a turning point in their growth tow

becoming exceptional managers.

TherFrstInsght:LastngValue


20/32

Exceptional managers effectivelychose the one or two major contri-utions which had the greatest impact

n corporate success. Seven skills

ormed the backbone of their plans for

uilding and then maintaining the key

ystems. (See Figure 16)

Exceptional managers who made the

most of these skills avoided failure

nd achieved personal and corporate

oals. The process was planned and

onscious, as well as unconscious

nd intuitive. The skills seemed simple

et were complex to apply. The seven

kills are outlined below:

.DevelopnganOvervew

What added values are most

basic, most desirable, and exceed

other alternatives?

Exceptional managers determined

what actions would add the most value

to the corporation. They focused on

factors which would contribute to con-

tinued growth or provide a guaranteed

minimum return on an existing product

or service.

The analysis was practical and concise:

What would best serve both corporate

goals and user needs? Could the cor-

poration satisfy these needs? What

alternatives were available to the user

or consumer? To the corporation?

How could the corporation become the

most durable and valuable supplier of

a particular good/service?

.DevelopngaClearVson

theGoal

What solution satisfes our com

panys and our customers need

most competitively?

Exceptional managers built a me

blueprint which became the gui

vision. Born from instinct, it was sim

logically-grounded, and benet-ba

The focus was adding lasting va

The vision enhanced existing tech

ogies or corporate strengths ins

of displacing them. It dened

parameters for corporate goals. W

effectively communicated, it descr

the path for others to follow. It provpurpose and direction. When po

conceived and articulated, the m

ager could not fully implement cha

or add essential value to the corpo

system. A competitive edge was o

lost.

.IdentfyngCrtcalSuccess

Factors

Exceptional managers focused

the vital factors that could maintheir desired competitive stance. T

decision-making was as likely to

soft and instinctive as concrete

data-based. They evaluated sp

ics: What systems/technologies w

needed to prevent negative resu

What systems/technologies w

THESEVEN

SKILLS

1. Developing an

Overview

2. Creating a Vision

3. Identifying Critical

Success Factors

4. Objective Self-

Assessment

5. Selecting Champions

6. Establishing Monitoring

& Follow-up Systems

7. Maintaining Leadership

Focus

Figure 16

Seven Key Management Skills

Youre a manager, not to just sand be romanced by your peoplYoure there or a purpose, to mak

sure what is the right way to go, to nd a new way.

Hugh Brady, Sponsor

Without this process, I think Iwouldnt have nearly as muchorganizational sensitivity. I think Iwould have probably become moreand more isolated, more concernedabout my numbers, my output,and maybe less concerned aboutthe whole. But I have had, in act,

a chance to expand and broadenthrough the process.


The analysis encompassed the inter-

ests of all concerned, from customers

and stockholders through all levels of

employees. Through this analysis, the

exceptional managers identied poten-

tial areas for enhancing corporatevalue and factors critical for success.

It was the rst step to installing selec-

tive changes that provided real added

value to the corporation. Without this

analysis, incomplete or inappropri-

ate systems were often implemented

and corporate resources and energies

were misspent.

SevenKeyManagementSklls


21/32

eeded to ensure that key benets

were produced for the customer and

he corporation?

or a company developing leading-

dge technology under government

ontract, a critical success factor

might have been installing a sophis-

cated security system to ensure

rivacy and condentiality. This would

e a preventive critical success fac-or. Similarly, corporate divisions might

e restructured in order to increase

fciency in new product design and

evelopment. This would be a proac-

ve critical success factor. Finally, the

ompany might reinvest some prots

ack into the corporation. This could

erve as a preventive or proactive fac-

or or both.

Once these few critical success fac-

ors were identied, the organizationould focus on the elements vital to

he larger vision. This often led to a

eorientation in the corporate value

ystem, since critical success factors

nd existing values sometimes con-

icted.

dentifying the critical success factors

llowed the leader to concentrate on

he pivotal elements that maintained

he corporations competitive edge.

ailure to carefully dene critical suc-ess factors resulted in a diffused

ocus. Energy and resources might

e expended on non-differentiat-

ng factors. Neither the manager nor

he corporation could succeed as a

esult.

.ObjectveSelf-Assessment

How good are we at the critical

actors?

Exceptional managers applied the bulk

f available resources to the critical suc-

ess factors, and diverted resources

way from less valuable areas. They

ocused on the specic data and facts

eeded to monitor capacity. System

nd human performances were scru-

tinized to identify strengths that would

support the critical success factors and

weaknesses that would obstruct them.

Strengths were then emphasized and

weaknesses minimized.

Likewise, exceptional managers ruth-

lessly evaluated their own capacity

to contribute directly and actively to

the factors. As the vision creator,

the exceptional manager was thenucleus for success. The knowledge

or expertise of others was relied upon

to supplement or complement the

managers shortcomings. When not

available internally, important informa-

tion and required talents were brought

in from the outside. A comprehensive,

skilled team was crucial to the vision.

.SelectngChamponstoDrve

theCrtcalSuccessFactors

Exceptional managers selected a

few key champions to manage exist-

ing systems and develop future ones.

Their purpose was to guarantee or

protect critical success factors. These

champions were often given signicant

operational autonomy.

Exceptional managers determined

which talents or traits would provide

the optimum contribution to their vision/

solution. Candidates who t this modelwere developed for future contribution

to sustained success. Evolving corpo-

rate needs for Production Managers

vs. Project Managers were assessed

and the mix was balanced accordingly.

If time permitted, such managers were

groomed in-house; if not, the essential

skills and abilities were recruited else-

where.

The exceptional manager was the

nucleus of the vision, yet it was thechampions who carried out the com-

ponents that comprised that vision.

At best, the absence of appropriate

champions constricted the potential

for success. At worst, corporate sur-

vival could be at risk.

6.EstablshngMontorngan

Follow-UpSystems

Is the organization doing what w

expect or what we inspect?

Monitoring systems ensured

resources reached areas where

were most needed. Such systems

vided both feedback about prog

and served as a check and bala

The best systems were subjec

minimal interpretation or dilution

support staff. They were self-sufc

producing their own data. Excepti

managers insisted that reporting m

agers were guided by the data ra

than manipulating the data to coin

with projections or expectations.

Exceptional managers did not

completely on staff or data inpu

the sole barometer of progress. Tmonitoring systems were often

simple as the walk around chec

addition, these systems were desig

to be visible to all to whom they w

pertinent, yet simultaneously

tect some areas of information.

was a particularly difcult balanc

achieve.

7.MantanngLeadershpFo

What is the focus and how do wcommunicate and motivate all

toward that focus?

One key to effective leadership

the creation of a common focu

identity. Exceptional managers c

municated goals, directions, and id

clearly and concisely throughout

Ten the whole group just sat dowand we talked about our weaknesseour strengths, our goals. Very opevery candid. Tat was the start the cohesiveness o the group gettintogether and nding direction.

J.D. Hunt, Participant



22/32

6

rganization. Goals and themes could

ecome blurred without continued

ttention. Thus, communications were

epetitive and consistent. A simple

dea would be heard 40-50 times to be

nfused through all levels of the orga-

ization.

Motivation and reward systems were

nstalled or rened to maintain both

irection and momentum. Whereossible, rewards were directly tied

o individual contributions and per-

ormance. Negative rewards were

nstituted to direct poor performers

way from undesirable contributions or

ehaviors. Energies were thus chan-

eled to the best effect, preventing the

ragmentation of the organizational

dentity.

Common Mistakes

Managers with exceptional potential

eveloped at widely different rates.

At times, these managers became so

ogged down they never realized their

pparent full capacity. A number of

ommon mistakes were isolated that

haracterized such developing man-

gers stumbling points. (See Figure

7)

For example, the managers some-

times failed to fully explore and then

integrate their boss perspective into

their initial overview. As a result, the

managers focus was off target from

the start. They would, on occasion,

choose champions on the sole basis

of personal chemistry. By ignoring the

special abilities these key champions

possessed, developing managers

virtually guaranteed that their visionwould remain unrealized.

Such mistakes proved to be a very

practical developmental issue. Some

managers actively sought feedback

from a variety of observers (superi-

ors, peers, and service-users). These

managers were then able to focus cor-

rective actions more precisely. Less

effective managers either did not solicit

such feedback, or they obtained it from

well meaning, but less than candid,sources. These managers could not

progress as fast as their peers.

COMMON MISTAKES OF DEVELOPING MANAGERS

1. Developing anOverview

Nottakngbossgoalsfullyntoaccount

Assumngvs.askngwhatsneeded(toomuchofthewron

kndofhelp)

Falngtoask

Relyngontheperspectveoftherowndscplne

2. Creating a Vision Focusngonlyonshort-termresults(crssmanagement) Notndingtruemodelsofexcellencetouseasaframeofreference

Formngaprvatevsonncompatblewthcorporate

objectves

3. Identifying CriticalSuccess Factors

Notlookngforunderlyngcauses

Readngonlyntutvessues

Readngonlydataandhardssues

Notwllngtotakeastand(rsktakng)

4. Objective Self-Assessment

Notcreatnganenvronmenttogetcanddfeedback

Notverfyngtherownmpressonsofthersklls

Notdentfyngthecorporatonsstandardsofexcellence

5. Selecting

Champions

Notseeknganddevelopnggoodmentormodels

Selectngonchemstryalone

Ignorngchemstryandthestyleofsubordnates

6. MonitoringSystems

Relyngonthedatathatseasesttoget

Puttingtoomuchcondenceinthinevidence

Notndingthetimetoestablishandreviewcontrols

7. MaintainingLeadership

Falngtorenforceoneortwothemesrepettvely

Expectngotherstobeself-motvated

Underoroverutlzngnegatvemotvators

Figure 17

We used the inormation that wwere gathering about ourselves anabout what our process considereto be important attributes oexecutives to help in our selectioo subordinates or our successio

plans. It gave us a process, somtangibles that we could use

evaluate candidates or urthdevelopment, as our replacementIt helped us make our thinkinmore tangible, rather than just gby eel.


As a manager ve years ago, I eltmy primary responsibility was tocarry out a technical job. I wastotally object oriented. Now I havethat same responsibility, but I havea much broader responsibility too.

As a manager, I have to developpeople to do those (technical jobs).o help people nd their way tobecoming better contributors to

the company. o help provide acontinuity, a continuum or thecompany so the enterprise goes onwithout altering. Te right personin the right job is the key.


Few exceptional managers contin

to make these mistakes. The abili

elicit essential feedback could clehamper or hasten developing ma

ers prociency in the seven skills.



23/32


24/32


25/32

deally, the mentor was two levels

r more above the manager in the

rganization or even in a different

rganization. This provided a neces-

ary degree of remoteness from the

rotg during day-to-day operations.

The mentor could remain passive and

nderstanding of errors, while still pro-

iding valuable insight and accurate

eedback.

A rewarding mentor relationship re-

uired extended periods of private time

way from the job. The relationship

enerally occurred when the manager

nd mentor discovered they shared

vision or common goal. Mentor re-

ationships evolved with different key

managers over a period of time. When

commonality was reduced, or the pro-

tg began to outgrow the capacity of

the original mentor to provide valuable

insight and direction, the relationship

faded.

.InternalCorporateSponsors

Corporate sponsors played a different

role from that of the mentor. The spon-

sor/protg was less personal. Thesponsor was usually unknown to those

being sponsored. Also, sponsors were

generally several levels above the

manager/protg in the hierarchy.

However, the sponsor acted as an ad-

vocate of activities and professional

endeavors pursued by the manager.

They provided the protg (whether

knowingly or unknowingly) with some-

one who supported their achievements

at top levels where they had no directaccess.

.DenMother

The role of the den mother was both

delicate and subtle. The den moth-

er was an individual (either female

or male) who was familiar with the

unspoken, inner workings of the orga-

nization. Den mothers were mature,

experienced, and supportive sec-

retaries or staffers who took a newmanager under wing. Den mothers

provided support to the manager and

taught them tacit organizational rules.

High potential managers often could

not thrive without them during the ini-

tial years in the organization.

6.PrevousWorkExperence

Exceptional managers rarely sta

and nished their careers with

same organization. The majority

at least one working experience in

other organization early in their ca

Previous working experience

duced a base of maturity, conde

and direction. It also illustrated an

hanced real-world perspective, du

the different exposures received in

alternate organization(s). Finally, m

agers with such experience exhib

a level of self-responsibility and

complishment that was often abse

those who had no previous work e

rience in another organization.

Key Experiences

The most successful excepti

managers stumbled into most

these experiences by accident.

the strength of the planned deve

ment process was that they could

exposed more systematically to th

experiences.

Some managers only needed on

two of them. Through accident or s

initiative and drive they had alre

encountered several. No developm

candidate lacked all six key ex

ences. Those corporations wwere fully committed to the integr

process guaranteed the candid

had these experiences, which for

a practical laboratory for acquiring

applying the seven exceptional sk

Its good to satisy your boss, but itsyour boss boss who is going to makethe decision to promote you. Youreally need that eedback, thereore.

J.M. Pulici, Participant

Seldom is your boss the sole infuenceo the decision to promote you.

Oten its their boss or even othersin dierent unctions who reallyinfuence the vote.

K. Brown, Facilitator

EssentalPractcalExperences


26/32

0

The managers ability to providelasting value to the corporationvolved over time. They navigated

igorous learning curves with several

lateaus. They shifted from just doing

r reacting to thinking, planning, and

uilding. They moved from applying

nown technology to planning and

nvisioning future directions. They

witched from relying solely on logic

nd data to trusting their intuition and

xperience.

At early levels of development, man-

gers were capable of dealing with

redictable, easily measured ele-

ments of their job. As they matured,

he managers strived to build long-

erm systems, even in soft and more

ifcult to measure areas, such as atti-

udes toward quality or productivity.

Both strong personal motivation and

nnate intelligence proved to be pre-

equisites. The further a manager

rogressed, the more exceptional

he manager became. Sufcient time

nd experience were also important

actors.

When planning a development proc-

ss, it was important to determine what

evel of maturity individual managers

ad attained. Managers at different

evels of maturity could not be devel-

ped in the same group, since levels of

apability and interest differed greatly.

The four plateaus, therefore, repre-

sented the natural or incidental

evolutionary process. The rate of

maturity depended on both innate abil-

ity and motivation and the experiential

opportunity to develop skills.

PlateauOne:

Developing Self-Responsibility

Managers learned to accept responsi-

bility not only for their job, but also

their own self-development efforts.

This marked a distinct commitment to

the tasks performed and also to the

overall goals of the company and/or

the boss. These commitments weredemonstrated by observable levels of

self-motivation and self-initiative.

At this plateau, they were totally

involved in their job. Self-responsible

managers assessed their own efforts

from the vantage point of their boss,

seeking feedback and scrutinizing

shortcomings. They initiated on-the-

job learning experiences in order to

optimize exposure to as many facets

of the job and the corporation as pos-sible. Some managers even pursued

formal education. Managem

remained primarily a concept at

stage.

PlateauTwo:

Learning to PrioritizeAt this level, managers began

establish a focus. They learned

key long-term priorities cannot

sacriced for short-term results. T

recognized that more than one or

primary objectives could not be tac

simultaneously without losing fo

They began to differentiate betw

routine duties which contributed

day-to-day operations, and those

major objectives which would contribute to long-term goals.

Youre trying to make them thinkin terms o the time when theycant just carp about how peopleabove them are managing things,

but rather theyve got to gure outhow they would do it themselves.

Hugh Brady, Sponsor

The Evolution of Exceptional Managers

Youve got to take advantage othis unique opportunity. akingadvantage means you have to bea large participant and you haveto be able to live with yourselrelative to: 1) what you think youare going to get out o it; and 2)

what you are going to put intoit to get something out. You cant

go and expect it all to just fow;in act, you have to contributeheavily - above and beyond.


Beore I entered into this programwas doing a job that had to be do- and I was part o a cog in a bwheel. Now, its not just doing a dato-day job; Im changing the couro events in the corporation, at leahere. I could point to tangible thin

I have done, in dollars worth least 10 times my yearly salary. Bthere are many intangible thinthat are probably worth more thathat to the corporation.


This was also the managers i

foray into a risk-taking mode. T

learned to ignore short-term tac(but non-critical) interruptions in o

to maintain the primary focus on m

priorities and objectives. They

began to manage their time. Le

activities and goals had to be r

quished, since the list of worthw

activities was invariably too long.

TheEvolutonofExceptonalManagers


27/32

PlateauThree:

Learning to Delegate

As managers moved from the second

o the third plateau, efciency became

more crucial. The managers trained

thers to perform the less exclusive

spects of their jobs. This cemented

he realization that the management

mission is to accomplish through

thers.

This stage represented a move to

ctive management functions. The

managers monitored and assessed

ubordinates in order to optimize their

nits efciency. Assessment took

lace in two ways: 1) the subordinates

alents were evaluated so tasks could

e assigned most effectively; and

) strengths and shortcomings were

ssessed so rewards and controls

ould be most accurately applied. Themanagers retained overall accoun-

ability. They assigned tasks to the

ppropriate subordinates, monitored

rogress, and developed the subor-

inates capacity to handle expanded

uties in the future.

The managers recognized the need

o prioritize the most productive appli-

ation of their own energy without

acricing lesser objectives. They

cquired efciency in both doing taskshrough others and deciding which

asks should be tackled.

PlateauFour:

Learning to Lead

eadership constituted genuine per-

onal commitments from subordinates

nd peers. Managers at this level

earned to elicit cooperative energy

rom subordinates, colleagues, andven from superiors. Earlier, the

managers had learned to accurately

ssess an employees capacity.

Here, the managers began to under-

tand the principles that inuence all

mployees.

The leader actively and consistently

differentiated among employees. They

established systems that rewarded

those who performed effectively and

limited the rewards of those who fell

short of expectations.

This differentiation among employ-

ees was a distinguishing mark of theleader. Good performers were more

satised than poor or mediocre ones.

Through the effective use of reward

differentiation and other motivational

techniques, subordinates could be

inuenced to focus on the appropriate

priorities.

Leaders also understood the capaci-

ties and limitations of the corporate

environment. They were cognizant of

how fast it could change and how farit could stretch. Therefore, they led

others with an appropriate balance of

both urgency and patience.

Exceptional Capability

Few managers completed all four

plateaus prior to the age of forty-ve.

However, as they progressed, the

managers demonstrated an increased

ability to address pertinent corporate

issues.

The four plateaus represented a use-

ful tool. For succession planning, the

characteristics determining readi-

ness for promotion were more quickly

identiable. Observed strengths and

weaknesses claried which man-

agers had evolved sufciently to

handle responsibilities at a hi

level. Progress through the plate

indicated the motivation and ro

potential of management developm

candidates.

Finding the Right Plateau

Each plateau was more deman

both in time and energy tha

predecessor. Hence, few manacompleted all four stages. Many g

managers stopped at the secon

third phase. This was usually of

own accord. For some, time had

ply elapsed. They had started

process too late or each stage

consumed too much time. The org

zation still beneted. These mana

often exceeded the doer/prod

role, even though they could not a

Critical Leader capacity. They se

as important resources for the fewdid evolve through all four plateau

All exceptional managers broac

the fourth learning plateau. Few pu

Production or purely Project mana

integrated the last, most difcult s

to become Critical Leaders.

Critical Leaders effectively balan

the dual roles of managers. T

developed the ability to construct

mesh a growth perspective with pand stability. They also created

built holistic systems that ensured

ing corporate value. Hence, Cr

Leaders were distinguished by

breadth, depth, and intensity of

growth process and the degree

which they had internalized the c

plex lessons of the four plateaus.

I couldnt nd enough time todevote to the program when we rststarted - I nally began to get theright people in the right jobs, andwas orced to delegate more; thishad positive management benets

or me as well as my subordinates.

L.. Petroni, Participant



28/32

LEADERSHIP

DELEGATION

PRIORITIZATION

SELF-

RESPONSIBILITY

Learning CurveBreakthrough Points

TO THESE STRENGTHS Does right things, not just doe

things right Capable of ignoring low

level interruption Sticks to building major

priorities Manages more than does task

TO THESE STRENGTHS

Sees self as champion in anarea or project

Initiates plans to boss foragreement

More expert on key factsthan boss

Doesnt depend on directionentirely from boss

FROM THESE

DEFICIENCIES

Spends time on tacticissues: risks long-termgoals to cover short-term risks

Systems depend onmajor personal effort:wont operate without

(doer, not manager)

Focuses on problemsnot solutions

Doesnt understand thdifference betweensurvival, maintenanceand growth modes

FROM THESE DEFICIENCIES

Trying to be right rather than find outwhat IS right

Tends to withdraw or get defensive Hasnt developed own vision plan or

goal Reacts to input of others



29/32

Figure 20

TO THESE STRENGTHS

Influences others to focus on priorities Elicits cooperative effort of others

(subordinates, peers, supervisors) Understands the rewards that influence

othersCRITICAL LEADER

FROM THESE DEFICIENCIES Doesnt focus on 2-3 primary

organizational competitive strengths Doesnt simply, clearly enhance the

corporate focus on these strengths Hasnt developed champions Is not the organizations chief spokes-

person, motivator, or salesperson

TO THESE STRENGTHS Assigns critical but lower level

priorities Reviews progress and

accepts accountability forresults

Understands the capacity andlimitations of others

FROM THESE DEFICIENCIES

Assigns tasks but abdicatesresponsibility

Doesnt account for strengths andlimitations of delegate

Expects employees to be self-motivated on manager priorities

Managers step in and do it themselves



30/32

s one to conclude that the future will bring a purely scientic approach to the identication and development of excepti

managers? Certainly not. So long as managers rely on the intangible and, uniquely individual, qualities of instinct

ersonal experience to guide their path, a universal set of instructions is nearly impossible to devise.

However, the process we have outlined provides a means for optimizing the resources dedicated to key managem

evelopment efforts. It aids in focusing on the few top quality candidates who have critical leader potential and ensu

hat, when needed, crucial managers will be ready and waiting. It acts as a supplement, not a replacement, to the o

ound, yet intuitive decisions of existing exceptional managers and provides added insurance when selecting the fu

uardians of corporate success.

Conclusion: Looking Ahead

Concluson:LookngAhead


31/32


32/32

how exceptional managers develop

Documents