Page 189 - HBR's 10 Must Reads for New Managers

HOW MANAGERS BECOME LEADERS

experience with large-scale organizational change to develop those
insights from observation.
In this Harald was typical: Enterprise leaders need to know the
principles of organizational change and change management, in-
cluding the mechanics of organizational design, business process
improvement, and transition management. Yet few rising execu-
tives get any formal training in these domains, leaving most of them
ill equipped to be the architects of their organizations—or even to
be educated consumers of the work of organizational development
professionals. Here Harald was once again fortunate in having—and
having the sense to rely on—an experienced staff that offered him co-
gent advice about the many interdependencies he had not originally
considered. Not all new enterprise leaders are that lucky, of course.
But if their companies have invested in sending them to executive
education programs that teach organizational change, they’ll be bet-
ter prepared for this shift.

Problem Solver to Agenda Setter
Many managers are promoted to senior levels on the strength of
their ability to fix problems. When they become enterprise leaders,
however, they must focus less on solving problems and more on de-
fining which problems the organization should be tackling.
To do that, Harald had to perceive the full range of opportunities
and threats facing his business, and focus the attention of his team
on only the most important ones. He also had to identify the “white
spaces”—issues that don’t fall neatly into any one function but are
still important to the business, such as diversity.
The number of concerns Harald now had to consider was head-
spinning. When he had run sales and marketing, he had gained some
appreciation for how difficult it was for business heads to prioritize all
the issues thrown at them in any given day, week, or month. Still, he
was surprised by the scope and complexity of some of the problems at
this level. He wasn’t sure how to allocate his time and immediately felt
overloaded. He knew he needed to delegate more, but he wasn’t clear
yet about which tasks and assignments he could safely leave to others.

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