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Grow leaders across the organization
Create leadership agility
Improve execution power
Increase organizational efficiency
When a person spends more time on individual contributor-like work than managing others, they’re considered supervisors rather than managers. The manager transition tends to be closer to having The formal manager transition begins when a person has at least four, preferably five direct reports before a person’s day-to-day ownership is reduced. In the meantime, they’re considered supervisors alongside their individual contributor position.
Level | Typical Titling | Impact |
|---|---|---|
Supervisor/Manager | Manager of Others, Enabling–Enable delivery through role clarity, training, coaching, and measurement. | |
Senior Manager | Manager of Managers, Productivity–Integrate all the pieces for actual productivity. | |
Director/Functional Manager | Function Manager, Competitive Advantage–Do better than or different from the competition. | |
General Manager | Business Manager, Profit–Make sure the business is profitable now and in the future. | |
Chief ____ Officer/Executive Vice President | Group Manager, Portfolio–Be in the right business and out of the wrong business. | |
Chief Executive Officer/President | Enterprise Manager, Perpetuation–Ensure long-term viability and success of the enterprise. |
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