Page 9 - Demo

Slippery Rock Gazette March 2024 | 9
Chart One
Chart Two
How Do You Identify Who Will Be a Good Manager?
Continued from page 7
At the same time, the Marketing & Sales Manager is accountable for keep- ing the pipeline and the plant full of the right work. These two departments need to be aligned, and that happens at the GM role. The other departments’ systems (HR, Finance, etc.) also need to align to opti- mize the creation of business Value.
When each layer of management is doing the work of their role, the organiza- tion chart looks and acts like Chart One. The reality of most businesses is Chart Two (the chart on the right). In these orga- nizations, the work being done by man- agers doesn’t match their true role. Each of the layers of management are engaged in the base work of the business, usually through firefighting and micromanaging.
If you can relate to Chart Two, get some help to understand where and how your organization is broken, and how to rectify it.
With this as context, let’s discuss what it takes to be a great manager, and how you can identify the best candidates for manage- ment positions in your company.
Finding the Managers in Your Shop
First, please understand that basing a capa- bility assessment on education, age, and experience can lead you astray. A degree in management indicates an interest in the management profession and an awareness
of management systems but does not guar- antee capability. Basing your assessment on age is largely about seniority and confuses value of the role with the value of loyalty. Experience is only helpful if we are judging applicable experiences. Experience doing a task and experience managing a task being done are different experiences.
Managers Manage Systems
They also must create, redesign, modify, improve, discard, replace, and integrate sys- tems. To do any of this they have to recog- nize the value of systems.
The complexity of systems work increases substantially between each layer of management, and capability at one layer does not imply capability for the next. As the complexity of work goes up, the num- ber of people capable of doing that kind of systems work goes down – significantly.
So how do you identify potential man- agers? Look at how they solve problems. If they are “really good at their job” but never try to create better ways (systems) for making it easier or more consistent, they are not manager material.
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