applied know how
The foundation of being a great General Manager is not your skill or focus, its your ability to bring together and bring the best out of a great team of people. In the seventh in our series I’ll discuss how to do that.
Ok I’m going to make a provocative statement, bear with me … good general managers do not really “do” anything. … Read more
How you make decisions is a critical part of the make up of a new General Manager, in the sixth part of our series I’ll dicuss bias and how it limits our decision making.
General managers need to be aware of the biases that affect us all and so be vigilant in mitigating their impact – by such means as forming diverse teams, soliciting independent opinions, collecting wide-ranging data, reframing questions and assigning and rotating the role of playing “devil’s advocate”.… Read more
Here’s a suggested process you could utilise to become an inquiring leader
The fourth post on transitioning to a GM will focus on time frames and moving from what is usually a short term focus for functional heads to the need for a GM to be longer term in thinking/
Successful general managers resist the temptation to oversimplify the job by focusing on a few narrowly-defined short-term performance indicators and instead maintain integrity by looking at the long-term, organization-wide impact of any acts or decisions.… Read more
In the third of our series of posts on transitioning to becoming a General Manager I’d like to dicuss the expertise that got you the GMs job and how this strength can become a weakness.
This transition is often called moving from being an “I-shaped” specialist to a “t-shaped” generalist
As a new leader, you may have worked your way up the ladder by being an expert in your field.… Read more