Thursday, 5 January 2017

Helping middle managers act like a CEO



As a coach there cannot be a much better feeling than when someone tells you that they have not only bought into what you have been discussing with them, but that they have adopted and are implementing the ideas. The ‘Helping middle managers to act like a CEO’ approach achieves such a reaction on a regular basis. I think the positive feedback is as a result of the somewhat unusual nature of the sessions and even just the title makes people sit up and listen.

The core of the proposition is to encourage managers to take a level of personal responsibility for the success and effectiveness of their specific role, similar to that expected of a successful CEO. In other words genuinely owning and immersing themselves within their job every day. Of course such aspirations need to be underpinned by definable activities that the manager can adopt and develop. Activities which many middle managers do not even recognise as functions of their role and yet have the ability to elevate individuals to a new level of value to colleagues, customers and the overall business. 

We work with managers to look at six areas to develop that are traits of effective CEOs;
Business acumen. People with business acumen are thought of as having business ‘sense’ or a nose for what is going on. They are able to obtain essential information about a situation, focus on the key objectives, recognise the relevant options available for a solution, select an appropriate course of action and set in motion an implementation plan to get the job done.

Leadership. CEOs lead by example with an overriding guiding vision or purpose. They possess a huge passion for successfully implementing the vision of the company regardless of those who cannot see the bigger picture.

Leverage. The ability to get the very most out of the resources and assets at your disposal. Making things happen that others would not even believe feasible.

Problem solver.  Leading the charge to proactively solve issues and concerns within the business. Putting yourself forward and in the frame to come up with solutions rather than waiting for others. Developing a culture where problem solving is recognised as a fundamental component of business activities, rather than an ad hoc reactive process with little or no structure.

Risk taker. Developing a personal approach that reduces and even removes the fear of failure.  Understanding that most business activities have a degree of failure on a relatively regular basis, but without being able to manage those setbacks and keep driving forward there is little chance of ultimate success. 

Visionary.  The recognition that the status quo is very rarely a sustainable position for any business or business process. The need to challenge current approaches, to re-engineer how things are done, to motivate others by showing how changing or developing something (big or small) can make a positive difference.

No comments:

Post a Comment