TOW#478 — Manager vs Executor

It’s always interesting that when we hold workshops on developing managerial skills and we do a test on defining roles within a team, most of the managers (leaders) turn out to be ‘executors’ (one of the roles in the team). This always surprises participants, since most of them think they’re ‘coordinators’ (managers). But, in fact, the outcome is very logical.

All employees who’ve been promoted to managers, or given a leadership/managerial role, must certainly have achieved excellent results, above all as operatives (executors). That’s why the company noticed and promoted them. However, herein lies the biggest problem for all companies. New managers get a new title, but that doesn’t mean that they possess or have developed the managerial skills required to perform this new role properly. Outstanding operatives don’t necessarily make excellent managers (leaders).

The problem of ‘undefined responsibility’ extends as far as some managers (for example, sales managers) thinking they need to make the biggest sales, and then even competing with their own team. This is a big mistake. A sales manager should have the weakest sales results, because they should be motivating each of their team’s members to give their best in achieving outstanding results.

As an executor (operative), your duty is to achieve the best results and to perform tasks in the most efficient and effective way on an individual level. But, if you’re in a managerial position and you have your own team, your duties and tasks are different. The focus is no longer on the individual level, but on the whole team (and its success). Yes, every manager is evaluated as an individual, but at the end of the day their results will depend mostly on the result of their team. Being a manager/leader means: managing people, knowing people and how to motivate them, knowing the role, being an example to others, being supportive and a source of information, and someone that makes others’ professional journey easier.

If you’re given the opportunity to manage a team, think about whether you’re a ‘manager’ or more of an ‘executor’. This will help you to define in which direction you need to develop further.

Wishing you success with the changes to come,

Petar Lazarov

“Tip of the Week” Team member

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