EFFECTIVE MANAGEMENT
EFFECTIVE MANAGEMENT
What ’ s on Your Desk ?
By Joseph P . Truncale , Ph . D . Contributing Editor
Among the issues that consistently perplex organizational leaders is delegation of responsibility and authority . Many have developed leadership teams yet , day in and day out , task items seem to land on their desk . Items that , as a practical matter , should be handled by others . What ’ s going on here ?
There are many factors at work . For entrepreneurial leaders , being in control means knowing what is going on in every facet of the business and making decisions at each level of the enterprise . This has served them well as the organization grows and develops . However , there comes a time when it is no longer effective . In fact , it can begin to take the business in the wrong direction .
Generally , organizations move through four levels of growth : owner / operator , owner / manager , management organization , leadership organization . In phase one , the organization is extremely lean , and the owner takes on most if not all the decision-making responsibility . There is simply no one else to whom they can delegate . As the enterprise moves to the next two levels , more structure takes shape as managers are brought on board . While management organizations aspire to become leadership organizations , their efforts are thwarted as the CEO continues to operate in level two or even level one mode . Over time , this frustrates both the leader and their managers who can be made to feel their competency is in question and their growth and development is thwarted .
Part of the challenge lies in the fact that there is no clearly defined time or method for formalizing transitions of responsibility and authority ( the two go hand in hand ). Changes in titles and reporting lines are a starting point . However , without a thorough understanding of and commitment to a transfer of authority and decision-making responsibility , these changes can seem superficial and hollow .
When planning , taking a structured approach to what to the business will look like
( and what it will need ) at certain levels of growth is a staple part of the process . Utilizing a technique called Future Business History ™ we look five , three and one year out . Setting broad goals for each interval is a start but we don ’ t stop there . We ask questions like “ what will the organization look like at this level of revenue ? What will our customers need from us ? Which skills , abilities , experience , and attributes will our employees need ? How will customer acquisition and retention be done and how will it be different from what it is now ? What will be required of the leadership team , and of our managers and supervisors ? How will responsibilities be defined , accountability dispersed and the role of the CEO change ”?
A highly effective tool for bringing structure to this process is the Dynamic Performance Management System™ . A simple three step approach , it brings clarity and confidence to members of the senior management team while eliminating the “ role ambiguity ” that bedevils so many organizations , especially at the senior level .
Planning has never been more essential . For more information on getting your organizational strategy and planning on track , contact me at joe @ ajstrategy . com .
Organizational leadership requires delegation of responsibility and authority .
Photo : Getty Images / iStockphoto / fizkes
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
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