Great coaches stress fundamentals—the basic skills and plays that make a workforce a consistent winner. Nice general managers do the same thing. They know that sustained superior performance can’t be constructed on one-shot improvements like restructurings, huge price reductions, or reorganizations. Sure, they’ll take such sweeping actions if they’re in a situation the place that’s mandatory or desirable. But their priority is avoiding that kind of situation. They usually do this by specializing in the six key tasks that constitute the foundations of each general manager’s job: shaping the work setting, setting strategy, allocating resources, developing managers, building the group, and overseeing operations.
This list shouldn’t be stunning; the fundamentals of a general manager’s job should sound familiar after all. What makes it necessary is its standing as an organizing framework for the vast majority of activities general managers perform. It helps you define the scope of the job, set priorities, and see necessary interrelationships among these areas of activity.
Shaping the Work Setting
Each firm has its own particular work atmosphere, its legacy from the previous that dictates to a considerable degree how its managers respond to problems and opportunities. However whatever the atmosphere a general manager inherits from the previous, shaping—or reshaping—it is a critically necessary job. And that’s as true in small- and medium-sized companies as it is in giants like General Motors and General Electric.
Three components dictate a company’s work environment: (1) the prevailing performance standards that set the pace and quality of people’s efforts; (2) the enterprise ideas that define what the corporate is like and the way it operates; and (three) the people ideas and values that prevail and define what it’s like to work there.
Of these three, efficiency standards are the only most necessary element because, broadly speaking, they decide the quality of effort the group places out. If the general manager sets high standards, key managers will often follow suit. If the GM’s standards are low or vague, subordinates aren’t likely to do much better. High standards are thus the principal means by which top general managers exert their affect and leverage their skills across the entire business.
For this reason, unless your company or division already has demanding standards—and very few do—the single biggest contribution you possibly can make to fast outcomes and lengthy-time period success is to boost your efficiency expectations for each manager, not just for yourself. This means making aware decisions about what tangible measures constitute superior performance; the place your organization stands now; and whether or not you’re prepared to make the robust calls and take the steps required to get from right here to there.
Clearly some of the necessary standards a GM units is the company’s goals. The very best GMs set up goals that force the organization to stretch to achieve them. This doesn’t imply arbitrary, unrealistic goals that are certain to be missed and motivate no one, but fairly goals that won’t permit anybody to neglect how powerful the competitive enviornment is.
I vividly keep in mind one general manager who astonished subordinates by rejecting a plan that showed nice profits on a very good sales achieve for the third yr in a row. They thought the plan was demanding and competitive. But the GM told them to return back with a plan that kept the identical volumes but reduce base value ranges 5% below the prior yr’s, instead of letting them rise with volume. A troublesome task, however he was convinced the goal was essential because he anticipated their chief competitor to chop costs to regain market share.
In the course of the next few years, the company dramatically changed its value construction by a collection of revolutionary price reductions in production, distribution, purchasing, corporate overhead, and product-mix management. Consequently, despite substantial value erosion, it racked up file profits and share-of-market gains. I doubt the corporate would ever have achieved these results without that tangible goal staring management in the face every morning. The same kind of thinking is obvious in the feedback of a top Japanese CEO who was asked by a U.S. trade negotiator how his company would compete if the yen dropped from 200 to the dollar to 160. “We are already prepared to compete at one hundred twenty yen to the dollar,” he replied, “so one hundred sixty doesn’t worry us at all.”
High standards come from more than demanding goals, of course. Like prime coaches, military leaders, or symphony conductors, prime general managers set a personal instance by way of the lengthy hours they work, their obvious commitment to success, and the consistent quality of their efforts. Moreover, they set and reinforce high standards in small ways that quickly mount up.
They reject lengthy-winded, poorly prepared plans and “bagged” profit targets instead of complaining however accepting them anyway. Their managers should know the small print of their business or function, not just the big picture. Marginal performers don’t stay long in pivotal jobs. One of the best GMs set tight deadlines and enforce them. Above all, they are not possible to satisfy. As quickly as the sales or production or R&D division reaches one customary, they raise expectations a notch and go on from there.
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