how exceptional managers develop
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1984 Stevens Scheidler Stevens Vossler (parent company of The HR Chally Group)
TABLE OF CONTENTS
CREDITS ............................................................................................i
PREFACE ...........................................................................................ii
The Bottom Line ..............................................................................1
Identifying Exceptional Potential ...................................................3
Critical Skills of the Five Manager Types ......................................5
Where Exceptionals Fail or Succeed ..........................................7
Their First Insight: Lasting Value .................................................12
Seven Key Management Skills .....................................................14
Essential Practical Experiences ....................................................18
The Evolution of Exceptional Managers ......................................20
Conclusion: Looking Ahead .........................................................24
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As with any worthwhile effort,many individuals were invaluableontributors to this project; not
all can be listed. We are mostappreciative of their efforts alongwith those identifed below.
Our frst Management Develop-ment Group whose comments areused throughout this report:
Hugh Brady, Sponsor, Vice Presidentnd General ManagerOperations and Support Group
O&SG) Electronics and DefenseE&D) Sector of TRW, Inc.
.D. Hunt, Participant, Electronic
Manufacturing Laboratory ManagerO&SG, E&D Sector of TRW, Inc.
C.J. Lazar, Participant, ProductionOperations Manager
O&SG, E&D Sector, TRW, Inc.
P.A. Pavesi, Participant, Manager ofManufacturing Technology Operations
O&SG, E&E Sector of TRW, Inc.
.T. Petroni, Participant and laterponsor of his own group, Director of
Business ManagementO&SG, E&D Sector of TRW, Inc.
.H. Walker, III, Participant, Managerf Engineering and Materials
ManagementO&SG, E&D Sector of TRW, Inc.
H.E. Cypert, Jr., Participant, Managerf Material OperationsO&SG, E&D Sector of TRW, Inc.
.M. Pulici, Participant, Director ofnformation Technology
O&SG, E&D Sector of TRW, Inc.
K. Brown, Personnel Facilitator andriginal visionary, (formerly) Human
Relations Manager of ManufacturingDivision, TRW, Inc.
K.T. Moore, Principal Administratorand internal source, Manager ofTraining Department
O&SG, E&D Sector of TRW, Inc.
W. Ammons, Personnel Facilitator,Director of Human Relations
O&SG, E&D Sector of TRW, Inc.
OtherKeyContrbutors:
W. Bambrick, Sponsor, InformationDevelopment Services Director
O&SG, E&D Sector of TRW, Inc.
W. VanDeren, Personnel Facilitator,Human Relations Manager
O&SG, E&D Sector of TRW, Inc.
D. Paulson, Personnel Facilitator,
Human Relations Manager O&SG, E&D Sector of TRW, Inc.
L. Williams, Personnel Facilitator,Human Relations Manager
O&SG, E&D Sector of TRW, Inc.
Mike Korenich, Director of EmployeeRelations & Development
O&SG, E&D Sector of TRW, Inc.
John Folkerth, President Shopsmith, Inc.
Robert Sammons, Executive VicePresident
Shopsmith, Inc.
Charles Red Scott, President Intermark, Inc.
Kraig Krammers, Group VicePresident
Intermark, Inc.
Roy Linton, President (retired) Standard Register Company
Dan Moss, (formerly) Director ofHuman Resources Administration
Standard Register Company
Fred Wall, President Robbins & Myers
Eddie Smith, Vice President ofHuman Resources and Public Affa
Robbins & Myers
David Leigh, Manager ofManagement Planning &Development
Robbins & Myers
Bernie Johnson, Sponsor, VicePresident and General Manager
Motors Division, TRW, Inc.
Richard Hannan, Sponsor, GenerManager
Transportation Electronics DivisTRW, Inc.
Charles Kugler, Personnel FacilitaHuman Relations Manager
Transportation Electronics DivisTRW, Inc.
R. Douglas Brynildsen Ph.D.,Sponsor, (formerly) Director ofManagement Development andTraining
Kaiser Aluminum & Chemical
James Sparkman, Vice President Primary Products
Kaiser Aluminum & Chemical
Walter Oliver, (formerly) DivisionPersonnel Manager
Kaiser Aluminum & Chemical
Roger Crawford, Division PersonnManager of Engineering
Formerly with Kaiser Aluminum Chemical
Credts
CREDITS
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This is a summary report of a six-year research project by HR Chally that studied and sometimes installed managem
evelopment techniques in six very different American corporations. Though the specic ndings varied from compan
ompany, enough similarities emerged to support the conclusions contained in the chapters which follow.
This report would not have been possible without the support and sponsorship of Critical Leaders and forward-thin
ompanies.
Hugh Brady
Group Vice President & General Manager
O&SG, TRW, Inc.
(The major visionary and sponsor)
John Folkerth
President and C.E.O.
Shopsmith, Inc.
Charles Red Scott
President and C.E.O.
Intermark, Inc.
Fred Wall
President and C.E.O.
Robbins & Myers, Inc.
Roy Linton
President (now retired)
The Standard Register Company
R. Douglas Brynildsen, Ph.D.
(formerly) Director of Executive DevelopmentKaiser Aluminum & Chemical
Karen Brown
(formerly) Human Resources Manager
Manufacturing Division, TRW, Inc.
(The initial champion of this study)
Karen Trader-Moore
Manager of Training & Development
O&SG, E&D Sector, TRW, Inc.
Preface
PREFACE
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The search for managerial excel-lence is not new; it is a hunt thategan with the inception of the rst
modern business. Yet in our fast-
aced, high-tech world, this pursuit for
utstanding leadership has reached
early quest-like heights, spurringountless publications and studies,
ll attempting to identify and measure
he magical components of excellence
within the corporate arena.
Does this mean that exceptional
managers are mythical beings to be
elegated to the ranks of the Tooth Fairy
nd Easter Bunny? No. Exceptional
managers do exist and often direct
ighly successful, model corporations.
However, if you ask an exceptionalmanager what factors led to their suc-
ess, they would probably credit talent
nd luck rather than a specic cause or
et of circumstances. This is because
heir practical knowledge and instincts
honed by experience - cannot easily
be expressed in crisp, logical terms.
Key concepts and experiences can
be reduced to truisms, but they do not
represent the set of guidelines and
proofs necessary to lead successive
generations to similar success.
Thus, management skills and the
intentionaldevelopment of exceptional
managers have been difcult to trans-
fer. Those who capture excellence in
practice are the least likely to be able to
communicate it to others. Exceptional
managers dont have the time or the
mission to translate their intuitive work-
ing principles into practical examples.
They are too busy managing. Hence,
we researchers write the books, but
the practitioners set the real standardsfor success which brings us to our
study.
This report documents the knowledge
and common sense skills shared by
exceptional managers. It is a step
toward clarifying those truisms
hear so often and creating a worka
replicable technology for the delibe
development of exceptional manag
Management development is ofte
vague and nebulous concept, but
possible to focus on several concprinciples that directly affect the
of a managers development. (
Figure 1) These principles eme
from six years of applied researc
six different corporations. They pro
the basic fundamentals for buil
an individually tailored managem
development program.
Intentional Exceptional
DevelopmentAlthough management developm
is often used as a means of ind
compensation, or a means of rew
ing managers, it can be a pract
succession-driven focus meant
develop the few critically neces
managers who will direct the co
rate destiny.
ConcreteToolsMeasure
IntangblesDuring the research, tools w
developed which were utilized to i
tify exceptional potential early
managers career. Softer and m
difcult to measure elements, s
as intelligence and motivation, w
accurately and concretely assesse
conjunction with such obvious fac
as visible performance and obs
able behaviors. In unison, these
approaches provided a means for
geting and selecting managers
demonstrably higher potential.
Abltyvs.PoorFt
All high-potential candidates w
not equally matched for, or cap
of, lling every corporate need.
example, corporations someti
THE TOP TEN FINDINGS Identiable and measurable factors predict exceptional
potential Matching managers to the right corporate roles determines their
success or failure
Toughest challenge: maintaining short-term results while stillcreating lasting value
Seven primary skills are common to all managers
Six key types of experiences drive manager development
Direct intervention does make a difference
Four successive stages of development lead to fullmanagement maturity
The process must be monitored and managed like any otherfunction
Organizational culture determines whether exceptional talentshould be developed or bought from the outside
Exceptional management skills can only be developed in trueHigh Potentials
Figure 1
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The Bottom Line
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eed innovation and growth-oriented
Project Managers; or they require
tabilizing, prot-oriented Production
Managers; and nally, they need a few
Critical Leaders who are capable of
maintaining the necessary balance of
oth preceding modes.
These three different proles of excep-
onal capability provide a guideline of
which types of candidates performxceptionally in the three distinct cor-
orate roles. Contrary to common
ogma, individual competence does
ot always guarantee success, and
ailure is often not due to incompe-
ence. A mismatch between managers
nd corporate roles, however, quite fre-
uently accounts for the sudden (and
ften permanent) stall experienced by
many rising managers.
UnversalSkllsWhile these three functional roles
re distinct, all exceptional manag-
rs routinely utilized seven identiable
kills. (see page 14) Certain crucial
xperiences provided the practical
pportunity to apply and then master
hese essential management skills.
Exceptional performance evolved
radually, as the managers rst tack-
ed, then conquered, a sequence of
rogressively tougher barriers leading
o management maturity. Exceptional
managers struggled to master these
even skills by applying them in spe-
ic practical situations. They also
ought to overcome the hurdles to
each management maturity. This was
universal challenge for all excep-
onal managers.
ExceptonalDevelopmentCant
BeCannedThe actual process consists of twelve
omponents which provide a guide-
ne for potential development. There
was no single correct pattern or xed
ormula. The various development
omponents were exible and uid;
ll or part of them may have sufced.
Their unique needs determined the
process itself: which elements, in what
sequence, and at what pace were all
tailored to provide the best possible
t.
Targeting Investment
Busnessvs.Altrusm
Not every good manager wants to be,
or can be, an exceptional manager.The leadership benet of increasing a
merely competent managers potential
by even ten percent is far exceeded
by the actual cost in terms of the time,
money, and energy necessary to
ensure success. For both the individ-
ual and the company, the fairly typical
approach of allowing the cream
rise to the top represents a tacit
nomic efciency and a practical
for managers to seek their own lev
comfort and ambition.
While it may sound contrary to
American dream, it is far cheaper
far more valuable for the corpora
to focus on, and invest solely in,
few potential superstars for extional manager development. S
managers potential, when increa
by ten percent, represents a far m
signicant payoff to the manager
the corporation in terms of short-
benets and long-term prots.
process puts much less emph
on developing or pressuring ma
ers who are competent in their na
niche, or who do not clearly feel
the additional struggle to reach the
is worth the eventual rewards.
TheBottomLne
From a representative group of
high potentials who have gone thro
this process, many have advan
dramatically within their corpora
Their salaries have increased an a
age of 100 percent over ve y
(after an adjustment for ination).
staffs they supervise have grown
500 percent and the average bumanaged has expanded 300 per
(also adjusted for ination). The
no hard evidence to suggest th
managers would not have progres
without this program. However, m
who participated do credit this proc
for a signicant part of their gro
and consequent advancement. T
sponsor also rates the program
successful.
The process described here focuon those exclusive few who repre
true exceptional management ca
ity. It provides a means for identif
what exceptional capacity is; how
obtained; a means for speeding gro
towards this objective; and nally,
cic results illustrated by mana
who participated in the process.
Start with the cascade (succession) process: Who do you have? Whos going to retire? Do you have aset o backups? Whats going tohappen to these people? Who are
your strong ones, and how are you going to develop them? Tat getsthe problem out on the table. You
deal with it rom several angles:its obvious we have a bunch ovacancies that we have to develop
people or; or, we have some peoplewho are really old and gray andarent going anywhere; or, we havesome people who are real up andcomers and weve got to gure outhow to provide them with a career.Or, we have a very quiet situationso we use the normal process o
developing people and making themmore enthusiastic. Te importantthing is to get the description o the
problem out on the table so you cangure out where you are. I wouldalways start with the evaluation,and go through that rst. Tenstart working with people to solvethe problem you have to deal with.
Hugh Brady, Sponsor
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On a practical level, not everyonecan, nor should, be an exception-l manager. For the corporation, this
means development investment must
e aimed at the right audience.
Test results and performance data
rom 250 managers tracked over aix-year period identied factors which
nked directly with actual promotions
nd performance evaluations. This
enerates an approach that is both
oncrete and repeatable. Thus, the
evelopment skirmish line can be
eliberately narrowed, while the po-
ential for tangible, desirable results is
ptimized.
The First Cut: Visible
Behaviors
The performance factors used to as-
ess development candidates evolved
rom a focused interview process.
Managers were interviewed using a
tructured interview format, generat-
ng a wide variety of responses. Similar
esponses and concepts were then
rouped together and categorized,
eading to the identication of thirteen
ey performance factors. This process
was repeated for each organization.Based on the ndings, the legitimate
election factors could then be identi-
ed for each individual corporation.
Performance
Out of the thirteen, there were four key
erformance factors that predicted
potential as an exceptional manager.
(See Figure 2) The factors were found
by rating candidates on the thirteen
performance factors. These ratings
were then compared with measure-
ments of a candidates overall compe-tence and potential.
These four performance factors clear-
ly stood out among the various levels
of potential. It was, therefore, sufcient
to focus solely on these four factors
when determining exceptional capac-
ity. Ranked by order of importance,
these factors were:
1. Initiative
2.Decision-MakingEfciency
3. Leadership Potential
4. Willingness to Take
Appropriate Risks
1. Initiative
Active management was not eno
focused, proactive management
tics were demanded. High pemance ratings went to those mana
who anticipated and tackled probl
before they erupted. Buckling d
and doing the job thoroughly and
tematically was essential. On any
assigned, aggressive managem
was expected from start-up all the
through completion.
Identifying Exceptional Potential
I you (spread your resources)across the whole skirmish line, youare wasting them. You dont haveenough time or money, so you have
to be selective.
Hugh Brady, Sponsor
One o the biggest surprises wthe perormance reviews. You hathem with your boss over the yea but or the rst time, we saw
list o 13 things that are considerto be the more important attributo a manager. Tat was quiterevelation.
P.A. Pavesi, Participant
Initiative
Decision-Making Efficiency
Leadership Potential
Willingness to Take Appropriate Risks
Decision-Making Accuracy
Ability to Direct and Control Others
Willingness to Accept Responsibilityor Accountability
Presentation Skills
Oral Communication Skills
Ability to Handle Stress
Technical Competence in Specialty
Technical Competence in Related Areas
Written Communication Skills
72%
70%
67%
67%
66%
61%
59%
53%
43%
42%
41%
28%
28%
% OVERLAPWITH OVERALL
POTENTIAL
Prioritizing Critical Skills
These percentages were derived by squaring the correlation between each skill rating and the estimate of overallpotential. Squaring the correlation approximates the percentage of the overall potential factor accounted for by eachindividual skill or performance rating.
Figure 2
IdentfyngExceptonalPotental
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2.Decision-MakingEfciency
The ability to distinguish and then fo-
us energy on important issues was
key quality. The best performers
elegated routine matters whenever
ossible, while consistently moni-
oring the delegates performance.
Such managers insisted on being in-
ormed of all factors touching on their
rea of responsibility. They then used
heir own intuitive knowledge to sort
hrough this information and formulate
decision. Subsequent actions were
med carefully to balance known ob-
tacles against favorable conditions
o achieve the greatest potential for
uccess. Such managers recognized
hat being 70 percent right today was
nnitely more valuable than being 100
ercent right when it was too late.
3. Leadership Potential
Managers people skills were vital.
High performers continuously motivat-
d subordinates in the most efcient,
ffective way. Rewards and penalties
were tied directly and clearly to both
he employees performance and per-
onality. Such managers worked to
ngender loyalty and commitment in
heir subordinates. Leadership status
nd power were earned instead of de-
manded.
4. Willingness to Take Appro-
priate Risks
The ability to make decisions effec-
vely was not sufcient. Highly rated
erformers made decisions even when
ome inuences were unknown. They
voided blind or impulsive risks by tak-
ng such actions only when tentative
ata could be backed by sound as-
umptions. Such managers stretched
ast comfortable performance levels
o seek both challenge and new suc-
ess horizons.
RefocusedThnkng
These four performance factors re-
eatedly marked exceptional capacity
in developing managers. This surprised
participants who had believed that
technical competence, communica-
tion skills, and presentation skills were
more crucial to their success. These
latter factors were not unimportant;
rather they were nondistinguishing. At
a high mid-management level, nearly
all those assessed had sufcient tech-
nical competence. Communication
and presentation skills simply did notcorrelate closely with the likelihood of
executive success.
These ndings also surprised top-
level decision-makers. The process
targeted the real factors behind their
decisions to promote, while the indis-
tinct qualities they believed to be the
foundation of such decisions, proved
to be less relevant. Their choices were
predicted by the four prime perfor-
mance criteria, even if they had neverconsciously made a promotion based
on those four factors.
Impact
These performance factors intro-
duced a means of controlling several
hazy areas. Candidates for develop-
ment could be more accurately identi-
ed, and hence, more effectively de-
veloped. Succession plans could be
evolved to target managers ready foradvancement when the opportunity
arose. Observable behaviors provided
documentation and factual anchors
for such decisions. Equally important,
corporations that needed to buy tal-
ent from outside sources could utilize
these factors to measure potential
candidates existing abilities and pre-
dict their future success.
These criteria served as the rst
cut in the selection of high-potentialexceptional managers. They were a
quick and useful, yet comparatively
inexpensive, tool. Furthermore, the
four key performance criteria proved
so signicant that, practically speak-
ing, all of the otherperformance ele-
ments could safely be ignored. They
were sufcient criteria for the selec
of outside talent or the decision to
mote a manager.
Whats more, these visible behav
were driven by, and linked to, the i
nal factors of intelligence and mo
tion. Neither initiative nor intellige
could be created where it did not e
nor could such be taught. There
when faced with a candidate low initiative ratings and high tec
cal competence, the choice bec
clear. Technical deciencies were
rectable; the lack of initiative was
Yet, despite their effectiveness in
dicting actual promotion decisi
these performance criteria could
completely predict the future succ
of managers who were promo
Internal forces and qualities had a
impact on such potential. Thus, pemance assessments were comb
with objective tests and measure
provide the most clear and accu
identication of exceptional pote
possible.
IdentfyngExceptonalPotental
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position will occasionally require a
duction approach when the funct
primary outputs are repetitive, and
ume, quality, and consistency are
major requirements.
CorporateLne
ManagerSklls
.AbltytoDrectand
ControlOthers
.Decson-Makng
Efciency
.Decson-Makng
Accuracy
.EffectveWrtten
Communcaton
.LeadershpPotental
6.PractcalIntellgence
7.AnalytcAblty
Figure 3
Corporate Line Managers
Top Line Managers usually have a
roduction approach that focuses on
measurable and near-term results and
utputs. They emphasize efciency,
rot improvement, cost control, and
he renement of the processes and
rocedures that produce incrementalain. These managers may be innova-
ve, but avoid visionary or theoretical
hanges that have not been thoroughly
ested and proven. They minimize and
ontrol risk in order to optimize ef-
iency, and approach problem-solv-
ng from a planning and scheduling
erspective. Production-oriented Line
Managers usually step in after the
tart-up phase and rene and maintain
he established systems at an efcient,
ffective level. Top Line Managers are
sually not start-up or turnaround spe-
ialists. However, we know as a result
f our research, that a Line manage-
ment position will occasionally require
project approach when a major but
hort-term goal, such as an acquisi-
on or turn-around, is required.
CorporateStaff
ManagerSklls
. Intatve
. WllngnesstoAccept
Responsblty
3. ProtMentality
. AbltytoLearnthe
Busness
. Wllngnessto
DevelopTechncal
Competences
6. ManagementAmbton
7. PractcalIntellgence
8. AnalytcAblty
9. WllngnesstoTran/
Coach
Figure 4
Corporate Staff Managers
Top Staff Managers usually have a
project approach and focus on inno-
vative or creative solutions to specicneeds. These managers see improve-
ment goals as a project or series of
projects, each with distinct beginning
and ending points. They are more
concerned with major improvements
than incremental renements. Project-
oriented managers perform best in a
start-up environment or in a true project
capacity. They research, explore, and
design new technology or build new
applications for existing technology.
In problem-solving methods, ProjectManagers often opt for an intuitive or
deductive decision style and prefer to
test new solutions by trial and error.
They operate on a long-term basis
and prefer to function creatively within
the general parameters of a specied
goal. However, a Staff management
ProtCenter&
EntrepreneurSkll
1. ProtMentality
. Intatve
. WllngnesstoDevelo
TechncalCompetenc
. WllngnesstoAccept
Responsblty
. AbltytoLearnthe
Busness
6. AbltytoDrectand
ControlOthers
7. PractcalIntellgence
8. AnalytcAblty
Figure 5
Critical Skills of the Five Manager Types
Prot Center Managers anEntrepreneurs
Prot Center Managers and Entre
neurs (sometimes called intrapren
or entrepreneurs without portfolio)
distinguished by their close, hand
control of all the key functions that
tribute to the bottom-line. They a
layers of management between t
and the key actions or decisions
need to be made. They make a pof knowing all their subordinates
sonally and motivate on a one-to
basis. As a result, bureaucracy
red tape do not slow decision-mak
CrtcalSkllsoftheFveManagerTypes
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Understanding where specicmanagers can be used mostffectively proved vital. Describing
xceptional managers from three
erspectives or proles helped clarify
why some good managers failed and
thers succeeded.
These exceptional managers were:
ProjectManagers- whoinnovated and initiated new
developments and growth
ProductonManagers- whostrived for stability, efciency,
and prot
CrtcalLeaders- whobalanced growth and prots toreach their vision of the future
An accurate match between managers
nnate talents and their organizational
oles generally led to success. Failure
was traced to good managers who
were operating in the wrong role.
For example, a Project Manager lling
a Production need would often change
and innovate system breakthroughs
when system renement, stability,
and predictable results were required.
Such managers had ability, but their
areas of strength did not match the
demands of their role.
A Three-Part Team
The skills, personal motivation, and
capacities of Project Managers and
Production Managers are quite dif-
ferent, and only a rare few Critical
Leaders were capable of switch-hit-
ting.
Both the Project and ProductionManager roles were crucial for the orga-
nization. A comprehensive assessment
of the corporations needs determined
which role was more essential at a
specied time. The need to stabilize
operations had to be weighed against
the need for innovation; the need for
improving quality had to be comp
to the need for growth.
Each manager contributed more
nicantly and more effectively in
set of circumstances over the o
As corporate needs shifted, the ance of the Project Manager vs.
Production Manager also nee
changing. Critical Leaders continuo
balanced and rebalanced, based
the corporations needs. For exam
the Project Manager was vital w
the need was to develop the corp
tions technical excellence or crea
capacity. The Production Manage
the other hand, remained focused
retaining and improving quality, effectiveness, and efciency. Cr
Leaders fully appreciated both
entations. By not over-committin
either, they could provide the ne
sary direction to vary both.
Each prole exhibited distinct and m
surable values, loyalties, motivati
and career orientations. (See Fi
8) Assessment tools were develo
which helped identify an indivi
managers inclination for one over the others. These evaluat
have helped to clarify and dene
hunches that companies have o
relied on.
Project Managers
Context
Both Project Managers and Produc
Managers maintained and impro
ongoing systems and impleme
new ones as the need arose.
Project Manager, however, perfor
best in a start-up environment or
true project capacity with a begin
and end.
The Project Manager researc
explored, and designed new technoFigure 8
Exceptional Manager Profiles
New and unique
Designs technology
Bored with repetition
90 percenter
Flexible
Builds capability
Personal skills and
reputation
Creative motivator
Standard and reliable
Applies technology
Frustrated with
constant change
99 percenter
Controlled
Builds results
Position and rank
Expert director
Directs the Balance Growth vs. profit
Short-term vs. long-
term
Developmental vs.
maintenance needs
Process vs. results
ProjectManager
CriticalLeader
ProductionManager
WhereExceptonalsFalorSucceed
Where Exceptionals Fail or Succeed
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nd remained in their position as long
s their output generated sufcientewards. Project Managers may have
tarred during the start-up phases of
production function, but Production
Managers were needed to rene and
maintain the established systems.
Results were the primary focus. They
were most comfortable with functions
hat were concrete, measurable, and
ontrollable.
FlatSpots
Production Managers shone when a
ystem or a function needed to be per-
ected. However, they tended to resist
hange when the organization needed
reative expansion. They balked
ecause the need for change was
ot readily apparent. The opportunity
nd need for continuous renement
had one dream, to ne-tune the
tem, and they saw no need to b
another.
Critical Leaders
Context
Critical Leaders understood and s
up for the bigger picture. They w
able to build a guiding vision and
funnel money from the cash cow
fund this dream. Such managers
enough of an overview to go aga
the logical arguments of good peo
who were correct at the moment
who could not conceptualize the l
term requirements. Critical Lea
could envision, create, and main
systems which would provide l
range value to the corporation.
Most simply, the Critical Leader
the corporate advocate of the fu
They planned ahead without sacri
the present. Decisions were groun
in fact but based on intuition.
Focus
Neither specialist nor gener
Critical Leaders were multifacete
outlook, breadth, and depth. T
was the specialists commitmen
innovation and growth, as well as
practical need for stability and p
These two poles were not blen
and prot were still quite evident to
them. In contrast to the Project prole,Production Managers always remem-
bered to feed the cash cows. They
Figure 11
PROJECT RANGE PRODUCTION RANGE
R & D CenterManager
MarketResearchManager
StrategicPlanningManager
LaborNegotiations
Manager
AdvertisingExecutive
RecruitingManager
ProductEngineering
Manager
MarketingManager
Job ShopManager
HumanResourceManager
ProductionEngineeringManager
CustomerService
Manager
AccountingManager
Fast FoodChain
Manager
AdministrativeManager
ManagerCompensationand Benefits
SalesManagement
ProduMan
Typical Focus of Positions
WhereExceptonalsFalorSucceed
Primary Management Roles
THEJOBS PROJECTMANAGER PRODUCTIONMANAGER
DistinguishingFeature
Unknown design
New technology
Pure (must invent)
Standard design
Standard technology
Practical (must apply)
Planning Method Trial and error Systematic hypothesis
Testing
Contingency planning
Flexible scheduling
Prepared to apply new
technology
Purpose Developmental Design, create
Maintenance & volume
Quality production
Time Constraintson Payout fromResults
Longer term Shorter term
Driving Forces Goal directed Costs spent as necessary
Cost directed
Efciency
Protability
ElementsMeasured(Evaluation)
Process (how well it was
done)
Results (whether it works)
Met goals
Area of RespectedResource
People capacity
The expertise of highly
skilled specialists
System capacity & reliability
Consistency regardless of the
people manning the system
Example New product development New product campaigns
R & D
Start-ups
Manufacturing
Accounting
Assembly Line
Field Sales
Figure 10
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0
Rather, Critical Leaders leaned
trongly toward one orientation and
nly borrowed the core traits of the
ther proles. The perspectives of
he Production and Project orientation
were sufciently balanced to optimize
xcellence. (See Figure 12)
Contrbuton
Critical Leaders had the ability to cre-
ate visions and take risks. They took a
stance against the institutional tradition
of the moment. Often, Critical Leaders
could not easily express the logic
to justify a decision or vision, since
it was based on a variety of factual
and intuitive knowledge. Therefore,
they had to take responsibility for the
consequences of such decisions and
have the strength to risk being proved
wrong. The quality of their decisions
and the ability to install systems of
lasting value were direct measures of
the Critical Leaders capacity.
Balancing the Proles
CorporateNeed
Different combinations of managers
were required during different phases
of evolution. In a growth mode, an orga-
nization needed Project Managers to
conceive and design the technologies
and expertise the company marketed.
During periods of stabilization
maturity, they required fewer Pro
Managers and more Produc
Managers to maintain prot-ma
technologies and systems.
In a mature company, division
department, the need for Produc
Managers initially increased. T
reduced costs, streamlined syste
and maintained quality standards a new and innovative change
required. Those managers who w
lucky enough to be matched in pr
to the present needs of the organ
tion found their stars shining. Th
who werent, found their prospects
dimmed, yet often they did not un
stand why.
Hazards
Organizations that left a ProManager in a place too long suff
the pains of too much growth
change. Similarly, an organization
relied on production efciency too
eventually lost a competitive edge
The inclination toward either a Pro
or Production prole was
entrenched long before the mana
came to the business arena. A
could be tailored to t the manag
inherent orientation or managers oalternate orientation could be bro
in to replace them. With few ex
tions, such managers could not
their natural focus effectively eno
to be able to succeed in the oppo
role.
The Role of Critical Leade
At each stage of developmen
Critical Leader was needed to
grate, guide, direct, and plan forcorporate future. (See Figure
Only two to ve percent of all po
tial top managers needed to be Cr
Leaders, but these few were essen
They insisted on a high degree of f
and detail, yet understood the m
non-tangible and difcult-to-mea
factors which impacted the co
I think in the beginning I honestlydid not think much o participativemanagement. Here at the end,I have a better understandingo the pitalls and the worth o
participative management. Peopletake one o those (management)styles and promote it through their
lietime or oppose it. Our processorced us to sit out the right thingsand reject the wrong things. Youlearn rom it.
Hugh Brady, Sponsor
Figure 12
ProjectApproach
ProductionApproach
DegreeofExcelle
nce
DegreeofExcelle
nce
Exceptional ManagersTend to Adopt the More Extreme Position
Excellence Increases at theExtremes
WhereExceptonalsFalorSucceed
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ate environment. The Critical Leader
lone had the broad perspective nec-
ssary to determine the proper blend
f Project Managers and Production
Managers.
There was not a single path to becoming
Critical Leader. With enough effort,oth Project and Production Managers
ould escape the restrictions of their
ole. However, the transition was eas-
er for Project Managers because they
were often exposed to more functions
within the corporation. This diversity of
xperience was an absolute prerequi-
ite to Critical Leader capacity.
All Critical Leaders exhibited an incli-
ation toward one focus over the other
ut this leaning was balanced by anppreciation of the other prole. Not
ll managers were willing or able to
ndertake this challenge. At most,
nly ve out of every one hundred
xceptionalmanagers became Critical
eaders.
Pick a Winning Team
Most successful corporations main-
tained a mix of the two manager
proles at top levels. (See Figure 14)
The exceptional manager who evolved
from a Project orientation contributed
the qualities of innovation and
ibility, plus a desire to explore
avenues of technology application
understanding. The exceptional m
ager who evolved from a Produc
orientation contributed consiste
reliability, a high degree of cost
sciousness, and a results focus.
As a working unit or team, these
proles were a powerful combinaThe strengths of one offset the s
comings of the other, and vice ve
Together they provided the esse
balance of management motivat
and capacities: innovation and gro
plus sustained efciency and pro
The obverse was also true. Where
exceptional managers of like orie
tion were matched at top levels, e
manager exhibited similar stren
and similar at spots. Compalead by such combinations excelle
either creating new products, serv
and goods, or in maintaining e
ing systems and prot return. T
rarely excelled at both essential
spectives. As a result, the comp
often survived sufciently during i
growth spurts, but it lacked the
resiliency to prosper during se
business uctuations.
Figure 13
ProjectManager
ProductionManager
ChiefExecutive
Officer ChiefOperating
Officer
Executive
Executive
Manager
Manager
Strong Organizations TypicallyDevelop Management Balance
Figure 14
WhereExceptonalsFalorSucceed
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The tough management challengeis to build a better system thanwhat existed. Exceptional managers
ltimately measure success by the lon-
evity of the systems they have built. It
s the duration and dependability of theght, not the intensity of the ash, that
s the relevant standard of the lamp.
Considering how much easier it is to
measure, feel good about, and get
ewarded for short-term outputs, it
s not surprising that most emerging
managers focus on what needs to
e done now. The intangible factors
hat contribute to the overall worth of
corporation are much more difcult
o measure. Nevertheless, managerswho do gain the insight of creating last-
ng value pass the rst test of becoming
xceptional.
Realistically, business solutions or
ystems can only exhibit relative per-
manence. This permanence depends
n well-designed, rened methods
which are thoroughly communicated
to all users. Only systems that are
comprehensive, stable, and resilient
enough to prosper through varied
business cycles can attain a degree of
permanence. Such systems personify
lasting value. In recent times, the con-cept of lasting value has become trite.
Nonetheless, it is a vital and legitimate
part of exceptional capacity. Managers
who grew to understand lasting value
stood apart from the crowd.
Such managers learned to distin-
guish between short-term functions,
such as hands-on supervising, and
the broad-based, long-term ramica-
tions of managing. They differentiated
between actually doing tasks and plan-ning and installing systems that can
perform such tasks effectively over the
long-run.
Dual Accountability
Only exceptional managers under-
stood the need for and built, or further
developed, systems that had long-
term value. They routinely balan
two distinct levels of accountab
that of the doer/producer man
and that of the planner/builder m
ager. The doer/producer man
role produced short-term results. planner/builder manager created
tems that produced greater long-
capacity. (See Figure 15)
Doing Protects Prot andSurvival
The doer/producer manager m
decisions that produced short-
results. These efforts were valuable
consumable. Other than the imm
ate prot generated, nothing of greor residual value remained for
efforts. Their efforts were essent
an expense item for that company
The doer/producer manager
protected and maintained existing
tems which contributed to corpo
viability and prot. In times of cris
instability, when cash ow was
Their First Insight: Lasting Value
TherFrstInsght:LastngValue
Managements Dual RoleDOER/PRODUCER PLANNER/BUILDER
Focus Short-Term Results Long-Term Results
Benets Generates Prots Builds Assets
Budget & ResourceAllocation
Efforts Are Expensed Efforts Are Invested
Purpose Protects Survival Stimulates Growth
Emphasis Solves ProblemsMaintains Capacity
Builds Permanent Solutions
Improves Capability
Figure 15
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Te development programs are
immensely important. I nothingelse, its the productivity issue ohaving people perceive issues biggerthan just the rivets crossing theirdesk.
H.E. Cypert, Jr., Participant
al, this role was particularly valuable.
Managers who were primarily focused
n short-term results merely fullled
he most basic requirement for cor-
orate survival. They did not actively
ontribute to the corporations capac-
y to sustain long-run success.
Building Creates FutureValue
The exceptional manager was com-
mitted to the planner/builder manager
ole. While the doer/producer man-
ger focused on short-term results,
he planner/builder manager cre-
ted lasting value for the corporation.
Productive systems were constructed
or redened to provide expanded cor-
porate capacity. These systems could
be either tangible or intangible but in
either case, they became an additional
asset to the corporation.
Integrating Accountability
The planner/builder role demanded
discipline and conscious control.
Excessive short-run distractions wereavoided or ignored so that the bulk
of the managers resources could be
invested in key areas. Many managers
settled into the doer/producer man-
ager role simply because it was easier
and more comfortable. Hence, recog-
nizing the concept of lasting value was
not enough. The managers had to be
willing and able to make the necessary
commitment.
In times of crisis, greater empha-sis was placed on the doer/producer
manager role. In times of growth, the
planner/builder manager mode pre-
vailed. For the exceptional manager,
these shifts were automatic and intui-
tive. They instinctively acted in the role
which would provide maximum value
to the corporation at that time.
Balancing Dual Roles
The need and ability to create
tems of lasting value distinguis
exceptional managers from all oth
Nonetheless these exceptional m
agers still retained some innate
toward either growth or prot, pro
or production. Few were able to o
come this bias effectively enoug
attain the optimum mix of both.Those exceptional managers who
blended these dual roles were Cr
Leaders. Critical because they w
able to achieve a balance betw
growth and prot, which is the m
difcult balance to achieve. Lea
because, unlike most managers,
did not allow their natural bias to u
this equilibrium. They success
elicited the cooperation and effo
subordinates of both preferences.
The concept of lasting value
among the rst, most difcult m
insights the young, high-potential m
agement candidates struggled w
Commitment to lasting value ma
a turning point in their growth tow
becoming exceptional managers.
TherFrstInsght:LastngValue
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Exceptional managers effectivelychose the one or two major contri-utions which had the greatest impact
n corporate success. Seven skills
ormed the backbone of their plans for
uilding and then maintaining the key
ystems. (See Figure 16)
Exceptional managers who made the
most of these skills avoided failure
nd achieved personal and corporate
oals. The process was planned and
onscious, as well as unconscious
nd intuitive. The skills seemed simple
et were complex to apply. The seven
kills are outlined below:
.DevelopnganOvervew
What added values are most
basic, most desirable, and exceed
other alternatives?
Exceptional managers determined
what actions would add the most value
to the corporation. They focused on
factors which would contribute to con-
tinued growth or provide a guaranteed
minimum return on an existing product
or service.
The analysis was practical and concise:
What would best serve both corporate
goals and user needs? Could the cor-
poration satisfy these needs? What
alternatives were available to the user
or consumer? To the corporation?
How could the corporation become the
most durable and valuable supplier of
a particular good/service?
.DevelopngaClearVson
theGoal
What solution satisfes our com
panys and our customers need
most competitively?
Exceptional managers built a me
blueprint which became the gui
vision. Born from instinct, it was sim
logically-grounded, and benet-ba
The focus was adding lasting va
The vision enhanced existing tech
ogies or corporate strengths ins
of displacing them. It dened
parameters for corporate goals. W
effectively communicated, it descr
the path for others to follow. It provpurpose and direction. When po
conceived and articulated, the m
ager could not fully implement cha
or add essential value to the corpo
system. A competitive edge was o
lost.
.IdentfyngCrtcalSuccess
Factors
Exceptional managers focused
the vital factors that could maintheir desired competitive stance. T
decision-making was as likely to
soft and instinctive as concrete
data-based. They evaluated sp
ics: What systems/technologies w
needed to prevent negative resu
What systems/technologies w
THESEVEN
SKILLS
1. Developing an
Overview
2. Creating a Vision
3. Identifying Critical
Success Factors
4. Objective Self-
Assessment
5. Selecting Champions
6. Establishing Monitoring
& Follow-up Systems
7. Maintaining Leadership
Focus
Figure 16
Seven Key Management Skills
Youre a manager, not to just sand be romanced by your peoplYoure there or a purpose, to mak
sure what is the right way to go, to nd a new way.
Hugh Brady, Sponsor
Without this process, I think Iwouldnt have nearly as muchorganizational sensitivity. I think Iwould have probably become moreand more isolated, more concernedabout my numbers, my output,and maybe less concerned aboutthe whole. But I have had, in act,
a chance to expand and broadenthrough the process.
H.E. Cypert, Jr., Participant
The analysis encompassed the inter-
ests of all concerned, from customers
and stockholders through all levels of
employees. Through this analysis, the
exceptional managers identied poten-
tial areas for enhancing corporatevalue and factors critical for success.
It was the rst step to installing selec-
tive changes that provided real added
value to the corporation. Without this
analysis, incomplete or inappropri-
ate systems were often implemented
and corporate resources and energies
were misspent.
SevenKeyManagementSklls
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eeded to ensure that key benets
were produced for the customer and
he corporation?
or a company developing leading-
dge technology under government
ontract, a critical success factor
might have been installing a sophis-
cated security system to ensure
rivacy and condentiality. This would
e a preventive critical success fac-or. Similarly, corporate divisions might
e restructured in order to increase
fciency in new product design and
evelopment. This would be a proac-
ve critical success factor. Finally, the
ompany might reinvest some prots
ack into the corporation. This could
erve as a preventive or proactive fac-
or or both.
Once these few critical success fac-
ors were identied, the organizationould focus on the elements vital to
he larger vision. This often led to a
eorientation in the corporate value
ystem, since critical success factors
nd existing values sometimes con-
icted.
dentifying the critical success factors
llowed the leader to concentrate on
he pivotal elements that maintained
he corporations competitive edge.
ailure to carefully dene critical suc-ess factors resulted in a diffused
ocus. Energy and resources might
e expended on non-differentiat-
ng factors. Neither the manager nor
he corporation could succeed as a
esult.
.ObjectveSelf-Assessment
How good are we at the critical
actors?
Exceptional managers applied the bulk
f available resources to the critical suc-
ess factors, and diverted resources
way from less valuable areas. They
ocused on the specic data and facts
eeded to monitor capacity. System
nd human performances were scru-
tinized to identify strengths that would
support the critical success factors and
weaknesses that would obstruct them.
Strengths were then emphasized and
weaknesses minimized.
Likewise, exceptional managers ruth-
lessly evaluated their own capacity
to contribute directly and actively to
the factors. As the vision creator,
the exceptional manager was thenucleus for success. The knowledge
or expertise of others was relied upon
to supplement or complement the
managers shortcomings. When not
available internally, important informa-
tion and required talents were brought
in from the outside. A comprehensive,
skilled team was crucial to the vision.
.SelectngChamponstoDrve
theCrtcalSuccessFactors
Exceptional managers selected a
few key champions to manage exist-
ing systems and develop future ones.
Their purpose was to guarantee or
protect critical success factors. These
champions were often given signicant
operational autonomy.
Exceptional managers determined
which talents or traits would provide
the optimum contribution to their vision/
solution. Candidates who t this modelwere developed for future contribution
to sustained success. Evolving corpo-
rate needs for Production Managers
vs. Project Managers were assessed
and the mix was balanced accordingly.
If time permitted, such managers were
groomed in-house; if not, the essential
skills and abilities were recruited else-
where.
The exceptional manager was the
nucleus of the vision, yet it was thechampions who carried out the com-
ponents that comprised that vision.
At best, the absence of appropriate
champions constricted the potential
for success. At worst, corporate sur-
vival could be at risk.
6.EstablshngMontorngan
Follow-UpSystems
Is the organization doing what w
expect or what we inspect?
Monitoring systems ensured
resources reached areas where
were most needed. Such systems
vided both feedback about prog
and served as a check and bala
The best systems were subjec
minimal interpretation or dilution
support staff. They were self-sufc
producing their own data. Excepti
managers insisted that reporting m
agers were guided by the data ra
than manipulating the data to coin
with projections or expectations.
Exceptional managers did not
completely on staff or data inpu
the sole barometer of progress. Tmonitoring systems were often
simple as the walk around chec
addition, these systems were desig
to be visible to all to whom they w
pertinent, yet simultaneously
tect some areas of information.
was a particularly difcult balanc
achieve.
7.MantanngLeadershpFo
What is the focus and how do wcommunicate and motivate all
toward that focus?
One key to effective leadership
the creation of a common focu
identity. Exceptional managers c
municated goals, directions, and id
clearly and concisely throughout
Ten the whole group just sat dowand we talked about our weaknesseour strengths, our goals. Very opevery candid. Tat was the start the cohesiveness o the group gettintogether and nding direction.
J.D. Hunt, Participant
SevenKeyManagementSklls
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6
rganization. Goals and themes could
ecome blurred without continued
ttention. Thus, communications were
epetitive and consistent. A simple
dea would be heard 40-50 times to be
nfused through all levels of the orga-
ization.
Motivation and reward systems were
nstalled or rened to maintain both
irection and momentum. Whereossible, rewards were directly tied
o individual contributions and per-
ormance. Negative rewards were
nstituted to direct poor performers
way from undesirable contributions or
ehaviors. Energies were thus chan-
eled to the best effect, preventing the
ragmentation of the organizational
dentity.
Common Mistakes
Managers with exceptional potential
eveloped at widely different rates.
At times, these managers became so
ogged down they never realized their
pparent full capacity. A number of
ommon mistakes were isolated that
haracterized such developing man-
gers stumbling points. (See Figure
7)
For example, the managers some-
times failed to fully explore and then
integrate their boss perspective into
their initial overview. As a result, the
managers focus was off target from
the start. They would, on occasion,
choose champions on the sole basis
of personal chemistry. By ignoring the
special abilities these key champions
possessed, developing managers
virtually guaranteed that their visionwould remain unrealized.
Such mistakes proved to be a very
practical developmental issue. Some
managers actively sought feedback
from a variety of observers (superi-
ors, peers, and service-users). These
managers were then able to focus cor-
rective actions more precisely. Less
effective managers either did not solicit
such feedback, or they obtained it from
well meaning, but less than candid,sources. These managers could not
progress as fast as their peers.
COMMON MISTAKES OF DEVELOPING MANAGERS
1. Developing anOverview
Nottakngbossgoalsfullyntoaccount
Assumngvs.askngwhatsneeded(toomuchofthewron
kndofhelp)
Falngtoask
Relyngontheperspectveoftherowndscplne
2. Creating a Vision Focusngonlyonshort-termresults(crssmanagement) Notndingtruemodelsofexcellencetouseasaframeofreference
Formngaprvatevsonncompatblewthcorporate
objectves
3. Identifying CriticalSuccess Factors
Notlookngforunderlyngcauses
Readngonlyntutvessues
Readngonlydataandhardssues
Notwllngtotakeastand(rsktakng)
4. Objective Self-Assessment
Notcreatnganenvronmenttogetcanddfeedback
Notverfyngtherownmpressonsofthersklls
Notdentfyngthecorporatonsstandardsofexcellence
5. Selecting
Champions
Notseeknganddevelopnggoodmentormodels
Selectngonchemstryalone
Ignorngchemstryandthestyleofsubordnates
6. MonitoringSystems
Relyngonthedatathatseasesttoget
Puttingtoomuchcondenceinthinevidence
Notndingthetimetoestablishandreviewcontrols
7. MaintainingLeadership
Falngtorenforceoneortwothemesrepettvely
Expectngotherstobeself-motvated
Underoroverutlzngnegatvemotvators
Figure 17
We used the inormation that wwere gathering about ourselves anabout what our process considereto be important attributes oexecutives to help in our selectioo subordinates or our successio
plans. It gave us a process, somtangibles that we could use
evaluate candidates or urthdevelopment, as our replacementIt helped us make our thinkinmore tangible, rather than just gby eel.
P.A. Pavesi, Participant
As a manager ve years ago, I eltmy primary responsibility was tocarry out a technical job. I wastotally object oriented. Now I havethat same responsibility, but I havea much broader responsibility too.
As a manager, I have to developpeople to do those (technical jobs).o help people nd their way tobecoming better contributors to
the company. o help provide acontinuity, a continuum or thecompany so the enterprise goes onwithout altering. Te right personin the right job is the key.
P.A. Pavesi, Participant
Few exceptional managers contin
to make these mistakes. The abili
elicit essential feedback could clehamper or hasten developing ma
ers prociency in the seven skills.
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deally, the mentor was two levels
r more above the manager in the
rganization or even in a different
rganization. This provided a neces-
ary degree of remoteness from the
rotg during day-to-day operations.
The mentor could remain passive and
nderstanding of errors, while still pro-
iding valuable insight and accurate
eedback.
A rewarding mentor relationship re-
uired extended periods of private time
way from the job. The relationship
enerally occurred when the manager
nd mentor discovered they shared
vision or common goal. Mentor re-
ationships evolved with different key
managers over a period of time. When
commonality was reduced, or the pro-
tg began to outgrow the capacity of
the original mentor to provide valuable
insight and direction, the relationship
faded.
.InternalCorporateSponsors
Corporate sponsors played a different
role from that of the mentor. The spon-
sor/protg was less personal. Thesponsor was usually unknown to those
being sponsored. Also, sponsors were
generally several levels above the
manager/protg in the hierarchy.
However, the sponsor acted as an ad-
vocate of activities and professional
endeavors pursued by the manager.
They provided the protg (whether
knowingly or unknowingly) with some-
one who supported their achievements
at top levels where they had no directaccess.
.DenMother
The role of the den mother was both
delicate and subtle. The den moth-
er was an individual (either female
or male) who was familiar with the
unspoken, inner workings of the orga-
nization. Den mothers were mature,
experienced, and supportive sec-
retaries or staffers who took a newmanager under wing. Den mothers
provided support to the manager and
taught them tacit organizational rules.
High potential managers often could
not thrive without them during the ini-
tial years in the organization.
6.PrevousWorkExperence
Exceptional managers rarely sta
and nished their careers with
same organization. The majority
at least one working experience in
other organization early in their ca
Previous working experience
duced a base of maturity, conde
and direction. It also illustrated an
hanced real-world perspective, du
the different exposures received in
alternate organization(s). Finally, m
agers with such experience exhib
a level of self-responsibility and
complishment that was often abse
those who had no previous work e
rience in another organization.
Key Experiences
The most successful excepti
managers stumbled into most
these experiences by accident.
the strength of the planned deve
ment process was that they could
exposed more systematically to th
experiences.
Some managers only needed on
two of them. Through accident or s
initiative and drive they had alre
encountered several. No developm
candidate lacked all six key ex
ences. Those corporations wwere fully committed to the integr
process guaranteed the candid
had these experiences, which for
a practical laboratory for acquiring
applying the seven exceptional sk
Its good to satisy your boss, but itsyour boss boss who is going to makethe decision to promote you. Youreally need that eedback, thereore.
J.M. Pulici, Participant
Seldom is your boss the sole infuenceo the decision to promote you.
Oten its their boss or even othersin dierent unctions who reallyinfuence the vote.
K. Brown, Facilitator
EssentalPractcalExperences
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0
The managers ability to providelasting value to the corporationvolved over time. They navigated
igorous learning curves with several
lateaus. They shifted from just doing
r reacting to thinking, planning, and
uilding. They moved from applying
nown technology to planning and
nvisioning future directions. They
witched from relying solely on logic
nd data to trusting their intuition and
xperience.
At early levels of development, man-
gers were capable of dealing with
redictable, easily measured ele-
ments of their job. As they matured,
he managers strived to build long-
erm systems, even in soft and more
ifcult to measure areas, such as atti-
udes toward quality or productivity.
Both strong personal motivation and
nnate intelligence proved to be pre-
equisites. The further a manager
rogressed, the more exceptional
he manager became. Sufcient time
nd experience were also important
actors.
When planning a development proc-
ss, it was important to determine what
evel of maturity individual managers
ad attained. Managers at different
evels of maturity could not be devel-
ped in the same group, since levels of
apability and interest differed greatly.
The four plateaus, therefore, repre-
sented the natural or incidental
evolutionary process. The rate of
maturity depended on both innate abil-
ity and motivation and the experiential
opportunity to develop skills.
PlateauOne:
Developing Self-Responsibility
Managers learned to accept responsi-
bility not only for their job, but also
their own self-development efforts.
This marked a distinct commitment to
the tasks performed and also to the
overall goals of the company and/or
the boss. These commitments weredemonstrated by observable levels of
self-motivation and self-initiative.
At this plateau, they were totally
involved in their job. Self-responsible
managers assessed their own efforts
from the vantage point of their boss,
seeking feedback and scrutinizing
shortcomings. They initiated on-the-
job learning experiences in order to
optimize exposure to as many facets
of the job and the corporation as pos-sible. Some managers even pursued
formal education. Managem
remained primarily a concept at
stage.
PlateauTwo:
Learning to PrioritizeAt this level, managers began
establish a focus. They learned
key long-term priorities cannot
sacriced for short-term results. T
recognized that more than one or
primary objectives could not be tac
simultaneously without losing fo
They began to differentiate betw
routine duties which contributed
day-to-day operations, and those
major objectives which would contribute to long-term goals.
Youre trying to make them thinkin terms o the time when theycant just carp about how peopleabove them are managing things,
but rather theyve got to gure outhow they would do it themselves.
Hugh Brady, Sponsor
The Evolution of Exceptional Managers
Youve got to take advantage othis unique opportunity. akingadvantage means you have to bea large participant and you haveto be able to live with yourselrelative to: 1) what you think youare going to get out o it; and 2)
what you are going to put intoit to get something out. You cant
go and expect it all to just fow;in act, you have to contributeheavily - above and beyond.
H.E. Cypert, Jr., Participant
Beore I entered into this programwas doing a job that had to be do- and I was part o a cog in a bwheel. Now, its not just doing a dato-day job; Im changing the couro events in the corporation, at leahere. I could point to tangible thin
I have done, in dollars worth least 10 times my yearly salary. Bthere are many intangible thinthat are probably worth more thathat to the corporation.
P.A. Pavesi, Participant
This was also the managers i
foray into a risk-taking mode. T
learned to ignore short-term tac(but non-critical) interruptions in o
to maintain the primary focus on m
priorities and objectives. They
began to manage their time. Le
activities and goals had to be r
quished, since the list of worthw
activities was invariably too long.
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PlateauThree:
Learning to Delegate
As managers moved from the second
o the third plateau, efciency became
more crucial. The managers trained
thers to perform the less exclusive
spects of their jobs. This cemented
he realization that the management
mission is to accomplish through
thers.
This stage represented a move to
ctive management functions. The
managers monitored and assessed
ubordinates in order to optimize their
nits efciency. Assessment took
lace in two ways: 1) the subordinates
alents were evaluated so tasks could
e assigned most effectively; and
) strengths and shortcomings were
ssessed so rewards and controls
ould be most accurately applied. Themanagers retained overall accoun-
ability. They assigned tasks to the
ppropriate subordinates, monitored
rogress, and developed the subor-
inates capacity to handle expanded
uties in the future.
The managers recognized the need
o prioritize the most productive appli-
ation of their own energy without
acricing lesser objectives. They
cquired efciency in both doing taskshrough others and deciding which
asks should be tackled.
PlateauFour:
Learning to Lead
eadership constituted genuine per-
onal commitments from subordinates
nd peers. Managers at this level
earned to elicit cooperative energy
rom subordinates, colleagues, andven from superiors. Earlier, the
managers had learned to accurately
ssess an employees capacity.
Here, the managers began to under-
tand the principles that inuence all
mployees.
The leader actively and consistently
differentiated among employees. They
established systems that rewarded
those who performed effectively and
limited the rewards of those who fell
short of expectations.
This differentiation among employ-
ees was a distinguishing mark of theleader. Good performers were more
satised than poor or mediocre ones.
Through the effective use of reward
differentiation and other motivational
techniques, subordinates could be
inuenced to focus on the appropriate
priorities.
Leaders also understood the capaci-
ties and limitations of the corporate
environment. They were cognizant of
how fast it could change and how farit could stretch. Therefore, they led
others with an appropriate balance of
both urgency and patience.
Exceptional Capability
Few managers completed all four
plateaus prior to the age of forty-ve.
However, as they progressed, the
managers demonstrated an increased
ability to address pertinent corporate
issues.
The four plateaus represented a use-
ful tool. For succession planning, the
characteristics determining readi-
ness for promotion were more quickly
identiable. Observed strengths and
weaknesses claried which man-
agers had evolved sufciently to
handle responsibilities at a hi
level. Progress through the plate
indicated the motivation and ro
potential of management developm
candidates.
Finding the Right Plateau
Each plateau was more deman
both in time and energy tha
predecessor. Hence, few manacompleted all four stages. Many g
managers stopped at the secon
third phase. This was usually of
own accord. For some, time had
ply elapsed. They had started
process too late or each stage
consumed too much time. The org
zation still beneted. These mana
often exceeded the doer/prod
role, even though they could not a
Critical Leader capacity. They se
as important resources for the fewdid evolve through all four plateau
All exceptional managers broac
the fourth learning plateau. Few pu
Production or purely Project mana
integrated the last, most difcult s
to become Critical Leaders.
Critical Leaders effectively balan
the dual roles of managers. T
developed the ability to construct
mesh a growth perspective with pand stability. They also created
built holistic systems that ensured
ing corporate value. Hence, Cr
Leaders were distinguished by
breadth, depth, and intensity of
growth process and the degree
which they had internalized the c
plex lessons of the four plateaus.
I couldnt nd enough time todevote to the program when we rststarted - I nally began to get theright people in the right jobs, andwas orced to delegate more; thishad positive management benets
or me as well as my subordinates.
L.. Petroni, Participant
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LEADERSHIP
DELEGATION
PRIORITIZATION
SELF-
RESPONSIBILITY
Learning CurveBreakthrough Points
TO THESE STRENGTHS Does right things, not just doe
things right Capable of ignoring low
level interruption Sticks to building major
priorities Manages more than does task
TO THESE STRENGTHS
Sees self as champion in anarea or project
Initiates plans to boss foragreement
More expert on key factsthan boss
Doesnt depend on directionentirely from boss
FROM THESE
DEFICIENCIES
Spends time on tacticissues: risks long-termgoals to cover short-term risks
Systems depend onmajor personal effort:wont operate without
(doer, not manager)
Focuses on problemsnot solutions
Doesnt understand thdifference betweensurvival, maintenanceand growth modes
FROM THESE DEFICIENCIES
Trying to be right rather than find outwhat IS right
Tends to withdraw or get defensive Hasnt developed own vision plan or
goal Reacts to input of others
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Figure 20
TO THESE STRENGTHS
Influences others to focus on priorities Elicits cooperative effort of others
(subordinates, peers, supervisors) Understands the rewards that influence
othersCRITICAL LEADER
FROM THESE DEFICIENCIES Doesnt focus on 2-3 primary
organizational competitive strengths Doesnt simply, clearly enhance the
corporate focus on these strengths Hasnt developed champions Is not the organizations chief spokes-
person, motivator, or salesperson
TO THESE STRENGTHS Assigns critical but lower level
priorities Reviews progress and
accepts accountability forresults
Understands the capacity andlimitations of others
FROM THESE DEFICIENCIES
Assigns tasks but abdicatesresponsibility
Doesnt account for strengths andlimitations of delegate
Expects employees to be self-motivated on manager priorities
Managers step in and do it themselves
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s one to conclude that the future will bring a purely scientic approach to the identication and development of excepti
managers? Certainly not. So long as managers rely on the intangible and, uniquely individual, qualities of instinct
ersonal experience to guide their path, a universal set of instructions is nearly impossible to devise.
However, the process we have outlined provides a means for optimizing the resources dedicated to key managem
evelopment efforts. It aids in focusing on the few top quality candidates who have critical leader potential and ensu
hat, when needed, crucial managers will be ready and waiting. It acts as a supplement, not a replacement, to the o
ound, yet intuitive decisions of existing exceptional managers and provides added insurance when selecting the fu
uardians of corporate success.
Conclusion: Looking Ahead
Concluson:LookngAhead
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