Today's successful managers see their role as motivating their people rather than controlling them; as facilitating their staff's efforts, not supervising their every move; as working within a complex web of internal and external relationships rather than occupying a position within a hierarchy. Senior management increasingly perceives itself as responsible for guiding the design of the organization rather than making its day-to-day decisions. This role transformation is based upon commitment to creating an environment that promotes teamwork toward realizing a shared vision and developing a culture that is resilient to change.
But it is hard for the new managers to stay this course, which is designed to achieve long-term success, when they are measured by quarterly results. As a result of frustration, internal or external pressures, many executives are driven to seek quick, one-answer remedies. Sustained success, however, is based upon multiple factors developed over time. To be successful in the new economy, today's managers continuously develop new competencies, and evaluate individual and group progress toward the company's long-term goals and modify strategy as required.
Problems that management must solve are often deep and complex. Nevertheless, under intense pressure for a quick fix, a manager who jumps on the latest technique may gain temporary relief by being perceived as "on the cutting edge." A manager who resists fads may be perceived as "old fashioned" or "out of touch." Many recently introduced management methods are cosmetic. They may affect only a few people within an organization. But to achieve high performance goals and create a higher level of loyalty among employees, the entire company must become committed to a culture supporting innovation and collaboration.
We help you build a collaborative culture. When Executive Advisors partners with a company to build an environment that can realize its vision, we:
- Evaluate current systems and practices, including the dynamics of the relationship between management and staff.
- Explore attitudes and resistance to change.
- Help shape the roles of the executive team in overcoming resistance, promoting divergent thinking, and supporting adaptation to change.
- Enhance the role of leaders in developing emerging leaders.
In this environment, managers serve as coaches for their teams. We train managers to enhance their skills as coaches and mentors to promote collaboration, creativity, and stretching among their team members. These new managers challenge and support their people to achieve their highest performance levels while promoting the development of the individual, the team, and the company.