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Managing by mingling

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Joe Clark

By Thomas Barta

Most of the leadership advice aimed at senior functional managers is how to build, align, energise and guide a world-class team. This is a challenging task in its own right, but we all know it isn’t the whole story. Leaders, even those in the C-suite, must also extend their influence upward and horizontally.

Mobilising horizontally means walking the halls, getting out of the office to share ideas with peers, listening to their concerns and working jointly to attack strategic issues. In theory, leaders could do many of their interactions on video these days. But that’s rarely inspiring. Instead, the best leaders connect directly with as many people as possible through town halls when they travel to local markets, and hunker down to help teams solve their biggest problems.

Organisation theory suggests that managing upward and sideways is good for the company and the leader’s career: CEOs need the insights and pushback of trusted executives to help sharpen strategy. And complex modern organisations benefit when people engage with their peers across functional and business-unit boundaries to bring arange of perspectives and drive change and innovation.…

If you want to build a “movement” within the company, lead from the front with an inspiring story to win the hearts and minds of colleagues, including those who don’t report to you, and with a clear action plan to deliver tangible results.

 

 

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