Seven Seismic Shifts How Managers Become Leaders Excerpted

Seven Seismic Shifts – How Managers Become Leaders Excerpted from Michael D. Watkins, How Managers Become Leaders, Harvard Business Review (HBR’s) 10 Must Reads

Role Transition • Technical acumen is a source of pride and passion for many • Can serve as a comfort zone – Easy to gravitate back to it in times of stress • Important shift – managing people – Requires a different skill set – Is more subjective than objective • • • People don’t always do what they are told Authenticity is tricky – when are you being snowed? Emotional intelligence is an important but often overlooked skill in technical training – Often new expectations for managers are implied or assumed • Not clearly communicated

Navigating and Excelling as a Manager 1) Specialist to Generalist • From deep specialized knowledge • To a broader understanding of multiple functions or technologies 2) Analyst to Integrator • From developing the detailed analysis, processes, etc • To assigning staff to perform the tasks • Then integrating or explaining results

Navigating and Excelling as a Manager 3) Tactician to Strategist • From intimate knowledge of the details • To understanding how it fits in the larger picture • Looking for patterns, looking externally 4) Bricklayer to Architect • From creating specialized systems and processes • To understanding and supporting how all fit together and flow effectively across multiple units

Navigating and Excelling as a Manager 5) Problem-solver to Agenda Setter • From finding all the right answers to problems • To relying on staff to find the answers • To identifying and prioritizing the kinds of problems to solve 6) Warrior to Diplomat • From advocating and defending particular idea, technology, etc. • To Influencing external stakeholders on the preferred approach

Navigating and Excelling as a Manager 7) Supporting Cast Member to Lead Role • From being “one of the team” • To being the lead who is always “on stage” – modeling behaviors you want to see in your staff

Exercise “The skills that got you where you are may not be the requisite skills to get you where you need to go. ” • Practice with a partner • Identify one or two examples of where you can shift your role when you return to work.