Companies of a certain size — that is, somewhere after “hmmm, we really should get some managers…” and before “crap, our managers don’t have time to manage people because they’ve got too much work to do!” — start to encounter growing pains that come from having increasingly limited visibility into all the pieces of the big, technical machine. To overcome this, companies need to develop and nurture a management philosophy that ensures authority and accountability are held by the people closest to the action and who can make the most informed decisions. That means starting to define, as a company, what the primary goals and objectives are for a manager. From there, we’ll be able to explore how authority and accountability can be delegated, some types of leadership opportunities that exist within the organization, and ultimately how this pattern will reinforce a culture of influence and growth.
Managing Without Authority
Managing Without Authority
Managing Without Authority
Companies of a certain size — that is, somewhere after “hmmm, we really should get some managers…” and before “crap, our managers don’t have time to manage people because they’ve got too much work to do!” — start to encounter growing pains that come from having increasingly limited visibility into all the pieces of the big, technical machine. To overcome this, companies need to develop and nurture a management philosophy that ensures authority and accountability are held by the people closest to the action and who can make the most informed decisions. That means starting to define, as a company, what the primary goals and objectives are for a manager. From there, we’ll be able to explore how authority and accountability can be delegated, some types of leadership opportunities that exist within the organization, and ultimately how this pattern will reinforce a culture of influence and growth.