N2Growth Blog

MARCH 26, 2012

Lesson #1 was: “ Make your own development a priority - Zuckerberg knew he needed to be a leader (and not just a tech guy) if Facebook was going to go anywhere, so he hired an executive coach to learn management and leadership skills.” Control is about power – not leadership. Forget span of control and think span of influence.

Self-aware 419

Self-aware Leadership Span of Control Emotional Intelligence 419

HR Digest

AUGUST 18, 2023

Organization: Cultivating the Right Capabilities for Success HR’s role in shaping the organization goes beyond traditional HR demographics such as the number of levels or span of control. Rather, HR must focus on building the right organization capabilities that drive success.

Organization 96

Organization Power Span of Control SWOT 96

Great Leadership By Dan

APRIL 16, 2012

In many organizations and occupations, “management by walking around” and micromanagement have fell by the wayside, either by design or out of necessity. Organizations are flatter, spans of control have increased, and hundreds of thousands of employees now work from home. I’m in one of those positions. They weren’t kidding.

Span of Control 240

Span of Control How To CFO Metrics 240

N2Growth Blog

OCTOBER 25, 2016

their personal span of control) and the organization’s existing “ways of doing business” These approaches produce plans that have blinders on. Management teams want automated and integrated techniques that enable analytics and scenario testing.

Strategy 150

Strategy Strategic Planning Span of Control Hedge 150

LDRLB

AUGUST 8, 2012

For the past few decades, the business press and management consultants have pushed for large organizations to flatten their structure. Flattening usually refers taking two actions to change organizational structure – removing layers of middle management while widening the span of control for the managers that are left.

Decentralization 141

Decentralization Span of Control Middle Management Morale 141

Marshall Goldsmith

JUNE 28, 2017

When giving feedback to your superstar performers, the key issue to recognize is that the “no news is good news” feedback approach is not an effective management technique for handling them. Don’t commit beyond your span of control. Be as honest as possible about future opportunities within the organization.

Span of Control 70

Span of Control Video Performance Review Commitment 70

Harvard Business Review

JUNE 2, 2014

Not long ago my colleagues and I studied the cost of adding a manager or executive, and we found a kind of multiplier effect (see the graphic below). When you hire a manager, he or she typically generates enough work to keep somebody else busy as well. Take into account, however, that different jobs require different spans of control.

Cost 13

Cost Span of Control Management Bureaucracy 13

Harvard Business Review

APRIL 1, 2014

A healthcare industry sales executive recently told us that as part of a continued effort to cut costs, her company had reduced the number of first-line sales managers from 66 down to 30 over a period of several years. The average span of control for U.S. Managers may micromanage their people. People management.

Span of Control 8

Span of Control Company Merchandising Management 8

RapidStart Leadership

AUGUST 14, 2018

“Can Team Leadership really be boiled down into four steps?” ” Leaders are always busy, and whatever we are involved with, things only seem to grow more complicated over time. As complexity grows, it can help to view our roles as leaders in the simplest terms possible.

Team 188

Team Leadership Span of Control Delegation 188

Harvard Business Review

SEPTEMBER 25, 2012

Although it may be counter-intuitive, one of the most powerful changes you can make in your organization is to increase spans of control — a simple shift that can liberate employees, streamline the hierarchy, simplify processes, and reduce costs. In short, today the manager's job is more about leadership than control.

Report 15

Report Span of Control Welch Cost 15

Harvard Business Review

SEPTEMBER 23, 2015

You’ve taken the leap from front-line individual contributor to professional manager. According to a new study, middle managers are the most likely people in an organization to suffer from depression. The researchers then segmented those individuals into four categories: owners, managers, supervisors, and workers.

Middle Management 8

Middle Management Management Span of Control Sample 8

Harvard Business Review

SEPTEMBER 5, 2016

million managers, first-line supervisors, and administrators in the American workforce in 2014. That works out to one manager and administrator for every 4.7 Overall, managers and administrators made up 17.6% Overall, managers and administrators made up 17.6% million managers and the equivalent of 8.9 of the U.S.

Cost 8

Cost Bureaucracy GDP Management 8

Harvard Business Review

OCTOBER 23, 2012

Delayering or expanding management roles? After considerable thought, she decided that the best way to force her managers to take a more holistic perspective was to increase their spans of control so that they were responsible for end-to-end processes and wouldn't have the time to micro-manage the technical details.

Span of Control 15

Span of Control CEO Goal Incentives 15

Harvard Business Review

DECEMBER 23, 2016

This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. Educate leaders on how and why to optimize a blended workforce.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

AUGUST 19, 2013

During his entire career, he worked in his father''s span of control, reporting directly to his dad within six years of joining the business. Has he reported within his parent''s span of control for most/all of his career? Coddled individual: You need to get outside of your parent''s span of control.

Span of Control 8

Span of Control Long-term Short-term Career 8

Harvard Business Review

NOVEMBER 4, 2016

Ken and Gail walk to her desk, where she meets her team and manager. Clearly, there is a huge opportunity for managers to improve the onboarding experience for employees moving into new roles. And if managers encourage internal mobility, they must be prepared to reward it and make it work. Let’s take a look at each.

Span of Control 8

Span of Control Career Document Motivation 8

Harvard Business Review

MAY 28, 2013

Over the past several years we have heard hundreds of managers talk about the negative impact of complexity on both productivity and workplace morale. In fact, the Catch-22 of complexity is that most managers don''t feel that they have the time to focus on it: Having the problem precludes the ability to solve it.

Organization 11

Organization Strategy Span of Control Morale 11

Skip Prichard

JULY 19, 2021

He was responsible for ten hospitals spanning the West Coast to the Indian Ocean and health care for eight hundred thousand patients. Given that span of control, during the two years I was chief of staff, you can imagine the number of times I had to give him bad news. We had fifteen thousand employees working for us.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

Harvard Business Review

FEBRUARY 15, 2011

In fact, the concept of span of control — a decades-old organizational design principle — was derived originally from communications research analyzing supervisors' interactions with various numerical sets of subordinates. If so, you're the exception rather than the rule.

Span of Control 15

Span of Control Shaw Video Project 15

Harvard Business Review

JULY 19, 2017

They have to decide where to adopt agile principles and mindsets, where to use agile problem-solving methodologies to dynamically address strategic and organizational challenges, and where to more formally deploy the full agile model, including self-managed teams. This type of management boosts the velocity of decision making.

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

DECEMBER 14, 2012

Middle managers are worrying if they are still needed. Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities.

Power 15

Power Span of Control Senge Media 15

Harvard Business Review

FEBRUARY 9, 2017

In traditional hierarchical organizations, managers direct the work of subordinates and thereby ensure alignment with broader organizational goals. Spans of control are limited to a reasonable number — typically eight people or fewer — so that managers can effectively oversee their subordinates’ efforts.

Agility 8

Agility Innovation Span of Control Objective 8

Harvard Business Review

SEPTEMBER 8, 2017

Sometimes it’s because CEOs want their CMOs to drive growth and transform the experience, but don’t give them the mandate, resources, or span of control to do so. Most marketers recognize that marketing is much more than running campaigns and managing brand identity. In those cases CEOs are ahead of their CMOs.

CEO 8

CEO Marketing Span of Control Sports 8

Harvard Business Review

FEBRUARY 26, 2016

CEOs cannot manage their silos via hub-and-spoke and expect digital expertise to be properly incorporated in key decisions. Change the mindset from “span of control” to “speed and collaboration.” How can algorithms be used to create a better or entirely different kind of experience? Cut layers.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

MARCH 23, 2017

Leadership Institutes , conferences, and management gurus reference the mighty banyan in their teachings. They successfully expand their span of control outward from the center, gathering more influence over time. Particularly, in South East Asia, where it grows, the Banyan also has deep cultural reverence.

Span of Control 10

Span of Control Bond Fashion Influence 10