Here’s what can result from rebalancing the fulcrum of leadership:
Organizational Stability: Reducing reliance on frequent executive turnovers that often create change at the whim of the new executive joins the firm, cultivates a more stable environment, nurturing employee loyalty and bolstering organizational resilience. It also allows younger workers more interested in staying with one organization for career stability.
Fractional C-Suite Roles: By strengthening the performance of middle managers, many of the C-Suite roles could become fractional positions, allowing companies to leverage specialized expertise tailored to distinct phases of growth, fostering stability and continuity.
Executive Mobility: Providing executives with opportunities to leverage their specific expertise allows them to focus on what they do best, and then move on to do the same for other organizations. This promotes career satisfaction and prevents stagnation, benefiting both individuals and firms.
Compensation Rationalization: Rationalizing compensation for fractional C-suite roles aligns incentives and streamlines recruitment processes, saves time and resources on expensive executive searches, and provides more fiscal prudence.
Preservation of Organizational Integrity: Mitigating the impulse for executives to impose undue changes that “worked in my previous company”, at the expense of the company’s proven work processes and systems, preserves organizational coherence and efficiency.
Optimized M&A Outcomes: Prioritizing team cohesion over executive needs in mergers and acquisitions ensures smoother transitions and preserves institutional knowledge, enhancing post-merger integration efforts.
Readies more companies for a transition to Employee Ownership: And for private equity firms, EEO-organizations that have stronger middle managers at the core of the operation provide much greater value to their portfolios.
Here are a few steps to get started:
Set New Expectations: Forget the old job descriptions. Start expecting more—leadership, creativity, and a whole lot of purpose.
Grant Autonomy: Trust your middle managers to make decisions. Not only will this build their confidence, but it’ll also drive results you don’t get from micro-management.
Break Down Silos: Encourage your managers to collaborate across departments. Innovation thrives when ideas cross-pollinate
Invest in Them: Leadership isn’t something people are born with—it’s something they develop. Give your managers the tools they need to grow into this new role.
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