Manager Redefined

About the Author

Thomas O. Davenport is a senior practitioner in the San Francisco office of Towers Watson, a worldwide human resources consulting firm. He provides advice on human capital strategy, employee and organization research, and leadership development to clients across various industries. He is also the author of Human Capital: What It Is and Why People Invest It. Stephen D. Harding is a senior practitioner in the London office of Towers Watson. He specializes in employee engagement research and is the co-author of Contrasting Values in Western Europe.

Main Idea

Manager Redefined: The Competitive Advantage in the Middle of Your Organization by Thomas O. Davenport and Stephen D. Harding explores the crucial role of managers in driving organizational success. The authors argue that managers, often overlooked and undervalued, possess the potential to become significant sources of competitive advantage through their accumulated knowledge and experience. The book provides strategies for leveraging the power of managers to enhance engagement, performance, and innovation within organizations.

Table of Contents

1. Context
2. A New Model of Manager Performance
3. Constructing the Manager Role
4. Planning Work
5. Clarifying Job Roles
6. Monitoring Progress
7. Developing People
8. Delivering the Deal
9. Energizing Change
10. Authenticity and Trust
11. Fitting the Pieces Together

Context

Organizations have traditionally elevated leadership at the expense of management, leading to a dangerous separation of the two roles. Management without leadership results in uninspired activities, while leadership without management promotes hubris. Effective organizations require both to function seamlessly. Managers focus on assets, overseeing processes and implementing systems, while leaders envision improved situations and inspire others.

"The separation of management from leadership is dangerous. Just as management without leadership encourages an uninspired style, which deadens activities, leadership without management encourages a disconnected style, which promotes hubris." - Jonathan Gosling and Henry Mintzberg

This distinction between leadership and management has led to undervaluing the role of managers. The authors emphasize that managers are critical for maintaining the infrastructure and processes necessary for organizations to thrive. They argue that managers should not be seen merely as enforcers or middlemen but as vital contributors to the strategic success of the company.

A New Model of Manager Performance

Davenport and Harding propose a performance model with four categories: executing tasks, developing people, delivering the deal, and energizing change. Executing tasks involves planning work, clarifying roles, structuring tasks, monitoring performance, and making adjustments. Developing people requires creating opportunities for growth and building human capital. Delivering the deal involves brokering the exchange of work for rewards. Energizing change means anticipating and responding to shifts, fostering innovation, and creating a vision for the future.

"A flexible system encompassing many options performs better in an uncertain environment than does a system with fewer options." - Thomas O. Davenport and Stephen D. Harding

The model emphasizes the importance of balancing these four categories to achieve sustainable competitive advantage. By focusing on these areas, managers can significantly impact their organizations' performance and drive continuous improvement.

• Executing Tasks: Planning, clarifying roles, structuring tasks, monitoring, and adjusting.
• Developing People: Creating growth opportunities and building human capital.
• Delivering the Deal: Brokering work for rewards.
• Energizing Change: Anticipating shifts and fostering innovation.

Constructing the Manager Role

Defining managerial roles sensibly and supporting them effectively is crucial. Organizations often promote highly qualified technicians into managerial roles where they may fail due to a lack of proper role definition and support. A thoughtful approach to defining managerial positions can make managers' lives easier and maximize their contribution to the organization's strategic advantage.

"Managers must recognize that work and reward are one and the same." - Thomas O. Davenport and Stephen D. Harding