“We want our managers to think strategically and align with the organization’s vision. We want them to own their role.” Many CEOs emphasize the importance of managers thinking strategically and aligning with the organization’s vision. This approach is indeed transformative and essential for organizational growth. Before that, we must be honest about our readiness for this shift! Are we ready to take this leap?
To answer this, several key enablers can help managers reach this goal effectively.
1. Clarity of Vision
The middle layer of management plays a critical role in the organization. These managers are the link between senior leadership and the operational workforce. By fostering clear communication and alignment between these layers, middle managers need to ensure that the organization’s strategic vision is understood and implemented.
2. Strong Emotional Intelligence
Based on my experience so far, we need to build a more resilient and effective middle layer. There are instances where managers still tend to take things personally and are not ready to handle criticisms effectively. There are strong definitions of legacy that need to be broken to shift to a strategic mindset.
3. Space to Allow Mistakes
Creating an environment where mistakes are seen as learning opportunities rather than failures is essential. This approach encourages innovation and risk-taking, which are vital for strategic thinking. Managers who feel safe to experiment and learn from their mistakes are more likely to take ownership of their roles and contribute to the organization’s growth. Establishing a culture that celebrates learning from failures can drive this mindset.
4. Culture of Open Feedback and Disagreements
A culture that promotes open feedback and healthy disagreements fosters an environment of continuous improvement. Managers should feel comfortable voicing their opinions and challenging ideas constructively. This openness leads to better decision-making and helps align everyone with the organization’s vision. Regular feedback sessions and forums for open discussion can support this culture.
5. Emotionally Mature and Secure People Managers
Emotionally mature and secure managers are better equipped to handle the complexities of leadership. They can manage their own emotions, support their team effectively, and navigate challenging situations with composure. Investing in the development of these qualities through leadership programs and mentorship can strengthen the overall management structure.
Conclusion
For an organization to grow and thrive, managers need to think strategically and align with the vision. By focusing on these enablers—strengthening the middle layer, fostering emotional intelligence, allowing space for mistakes, promoting open feedback, and ensuring emotionally mature managers—CEOs can create an environment where managers take ownership of their roles and drive the organization forward.
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