Musings on the management system

Last week, I wrote about what happens when roles at the senior executive level are not performed at the appropriate level. I said the impact can undermine the contributions of hundreds of role holders throughout the business. Mark Witkowski commented and added that 

“The root cause of this situation can be very different. Sometimes attributable to the executive having a weak team… or in other cases some people have trouble letting go, and they don’t delegate appropriate work to their teams…. A big problem regardless of the cause.” (Thanks, Mark!) This got me thinking about what is necessary to support people to work at the right level as required for the business. I will build on what Mark said.

Strategy and structure

Assuming you have the right strategy, when the structure supports it with the right grouping and the right number of layers, you have the foundation for a high-performing organization. If the organization has too many or too few layers, then the vertical alignment will prevent people from doing the right work at the right level. Or if the grouping of work does not align the structure with the strategy, then people will spend time focusing inward and look upward for decisions rather than simply getting on with their work.

A poorly designed structure means managers will not work at the right level, and neither will their direct reports. The business will face challenges and underperform. A well-structured organization supports a trust-enhancing culture where people can rely on each other to do their work and fulfil their commitments. 

Managerial Leadership

Effective leadership and sound management decision-making are essential to enabling the organization to reach its goals.

Managers of Managers (or MoRs) ensure that the right structure is in place at the one- and two-levels below them, hold their direct-report managers accountable, and support them in being effective managers and leaders.

Capable managers understand their accountabilities and deliverables; are clear on what work they should not delegate; and delegate work that can and should be done by staff while providing effective leadership to team members. Effective managerial leaders

·         Are accountable for the selection, development in role and outputs of direct reports

·         Provide valuable performance feedback

·         Provide effective leadership to support team members

Employees & Teams

Employees and teams are the third piece of this management system puzzle. They are empowered to seek clear direction from their managers. Working with their managers, they build the skills and knowledge needed to carry out their work well. Managers support them by providing learning opportunities that strengthen their performance. And MoRs support their longer-term development.

Bringing it together

Together, the structure, managerial leadership, and employees capable of doing the work – right work, right people – are interrelated components of the management system. They should work in harmony. The best organizations don’t leave this to chance but ensure all employees understand their work and how it supports strategy delivery. They ensure the structure is aligned with the strategy, that managers provide effective leadership, and that all employees understand the roles and deliverables of the people they work with.

If you would like to learn more about designing organizations for success, I’m excited to share that my new book, STRUCTURE THAT WORKS: The CEO’s Practical Guide to Organization Design, is now published and available on Amazon or go to www.structurethatworks.com.