New | No place for narrow focus in transition to general manager
Specialisation at the expense of a diversified skillset leaves some poorly prepared for leadership
With businesses becoming increasingly susceptible to volatile market conditions and market interconnectedness across Asia, the need for general management is more important than ever before.
However, the focused proficiency of high-potential executives in their chosen specialisations, at the expense of more diversified skillsets, is proving a key bottleneck in meeting Asia's increasing demand for general managers.
This targeted focus often means they are inadequately prepared for leading a wider business and its people across multiple departments and markets, raising questions about how they will transition from being managed as functional heads to managing others.
One essential consideration for a general management role, yet one that is often resisted, is for transitioning individuals to redirect and unlearn trusted practices that guided their previous technical management style - both from business strategy and talent perspectives.
First, new general managers need to accept that they are leaving the nest.
One of the greatest requirements of a general manager is to have confidence in decisions that affect the entire business, and to be able to argue for them effectively and in the right way. With this newfound responsibility also comes the possibility of more easily distressing a larger cross-section of colleagues - particularly former associates.
These people, who once knew and worked closely with the new general manager in their previous capacity, see and treat their former colleague in a different way almost overnight.
This is one of the more jarring changes in the workplace dynamic for those making the transition.
However, while it can be confronting to realise they are no longer part of their peer group in its traditional sense, it is also not productive for them to try to be.
It is clear that former colleagues will no longer engage the new general manager in constant banter or freely share information - particularly in the management context of China, where employees tend to respect but also fear their superiors.
To deal with this and ensure they do their job well, transitioning general managers need to adopt a fresh approach to workplace interactions that takes advantage of their newfound authority without completely eroding the value of relationships developed over time. In short, they must learn to bridge the new gap that exists between them and their team.
This process begins with increased self-awareness - a better understanding of themselves and how they are perceived by others - for which a general manager must establish and maintain transparent, dynamic and constant communication.
For example, take Freddy Walsh, a newly appointed general manager at a multinational firm. After his promotion, Freddy immediately encounters negative conversations taking place about him (whether out of spite or disbelief) between his former colleagues.
Instead of confronting individuals in an authoritative manner, Freddy finds time to take each of his former colleagues to lunch. This allows him not only to share his views and plans for the business but also to hear about how they feel towards him in his new position and what they expect moving forward.
Freddy also ensures he includes these team members on new projects to both reinforce his position of leadership and remain connected with staff, creating a shared avenue for meeting the business's broader goals. Through it all, he behaves with consistency, never falling back into past habits or former dynamics.
One of the key takeaways from Freddy's example is that he puts aside emotions and steers clear of sharing opinions aggressively. He also values the perspectives of others - even if they are difficult to deal with - and understands the importance of turning opponents into collaborators by seeking common ground.
No one perspective should be prioritised over another until they have all been considered in the broader context of the organisation; contrasting perspectives, of course, create new ideas.
The process of achieving the right balance and creating an environment that fosters teamwork, trust and fairness is challenging - and one that can trip up even the most experienced of leaders.
To achieve this, they need a willingness to dive in and get their hands dirty while showing persistence and character. They must remain visible and be transparent on what is expected of their team, while also learning from others and acknowledging their contributions.
New general managers will quickly learn that their top priority - managing and creating long-term value for their organisation - is largely dependent on being able to manage their people. However, they will need to learn to balance their focus on value against both the personal goals of their equals and the resentment of former colleagues now below them in the organisational hierarchy.
Despite the difficult path that transitioning to general management promises, it is nevertheless characterised by opportunities for success.
Many managers turn to executive education programmes and other self-improvement measures to accelerate their development but, regardless of how they choose to shorten the learning curve, they should embrace the following cautionary recommendations:
Broaden your thinking, skillset and knowledge to develop a keen understanding of how to manage for broader business value rather than for the success of one specific area.
Seek grounding in all key business disciplines to gain an integrated view of the organisation and develop links between departments.
Do not be afraid to let go of the past - it can prejudice future decisions and interactions.
Trust in those around you and understand that asking questions can be more important than having answers.
Ultimately, in any business focused on creating value, a general manager can best lead others by making sound decisions with their input, explaining decisions well and remaining consistent in their position.
