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Manager of Managers: 6 Factors for Success

September 20, 2013 By: azjogger Category: Management, Training

From: Center for Creative Leadership (CCL), Leading Effectively

Effective leadership can look different depending on where you sit in the organization. For managers of other managers — typically mid- to senior-level leaders — the view can be murky.

Functional or divisional managers, plant managers, GMs and managers with many other manager titles operate somewhere in the middle zone of organizations. They are charged with meeting the demands of top leadership and knowing the realities of frontline management. Managers of managers move up, down and across the organization as they bridge organizational strategy with everyday work.

 

What does it take to effectively lead in these roles?

One of CCL’s core programs — the Leadership Development Program (LDP)® — gets at the heart of the matter. LDP participants strengthen and refine their leadership fundamentals in the context of their more complex and demanding roles. They also focus on competencies that have not been essential in previous roles.

If you’re a manager of managers, or otherwise leading in the middle zone of the organization, pay particular attention to these six factors:

  1. Self-awareness underpins effective leadership at all levels. For managers of managers, gaining an accurate picture of who you are and how you lead allows you to adjust and learn. Seeking feedback from a range of constituents is an important part of handling the push-and-pull of competing demands and people. Be especially open to the idea that strengths which have worked well in the past may not get you where you need to go next.
  2. Learning agility allows you to process information and take wise action in rapidly changing conditions. Effective leaders seek out opportunities to learn and are able to learn quickly.
  3. Communication remains essential, with the recognition that you have multiple audiences as a middle-zone manager. Communicating and collaborating with peers — other functional or departmental managers over whom you have no direct authority — becomes increasingly important.
  4. Influence is about gaining cooperation to get things done and is closely tied to effective communication. The ability to influence allows you to move beyond mere compliance and, instead, gain genuine agreement, buy-in and collaboration.
  5. Resiliency helps you handle the stress, uncertainty and setbacks that are part of your job. These realities are not going away. The ability to stay focused on what matters most in the midst of pressure is a both a life skill and a leadership skill. Being resilient benefits your own mental and physical health while allowing you to be more effective in your management roles.
  6. Thinking and acting systemically requires you to act not only as an individual manager but also to lead in the midst of a system. Each of us tends to get engrossed in our own work and our own perspective. It’s important to step outside of that, look at the larger system, and ask, what is going on beyond my own level? Why is it playing out the way it is? What could I do differently?

As a manager of managers, you are pulled between priorities and people. However, it is also an exciting place to be in an organization. You are in the right place to work on interesting projects, solve problems and build relationships with a range of people. By clarifying your role, challenges and leadership skills, you and your organization will reap the benefits of your time leading in the middle zone.

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