The Situation: Development of a Manager
Joe has been a senior manager in a financial group for several years. His success lies in working with investors. They like and trust him. Unfortunately, his peers and folks that report to him do not respect him. In fact, his team has requested a new leader for the group. Luckily, his manager sees an opportunity for Joe to embrace some new skills.
The Solution/Action Plan:
Joe is uncomfortable managing his team. He knows the team is excellent at producing data. However, he prefers not to meet with them, and when he does meet, there is no agenda. The team functions well in delivering the information needed to help Joe deliver the right message as a trusted advisor and consultant to the investors. The team members want to develop skills to help obtain promotions. We worked on developing some key skills to earn respect from his team members by providing clear directions and project timelines. Joe began developing a team member to handle day to day duties and encourages growth by asking another person to handle key team needs.
The Outcome:
Senior management has determined Joe’s skill is analyzing data and delivering results with investors. The COO has placed several key potentials in Joe’s team to manage the daily activities while working with those members who want to move up in the organization. In addition, a group of mentors work for members of Joe’s team who aspire to move into management.
Where all think alike, no one thinks much. Walter Lippmann