What new general managers must learn and forget in order to succeed

Abstract

Purpose

This paper aims to highlight the surprises awaiting executives making the transition from functional to general management responsibilities – and offer a guidance system to help general managers (GMs) focus their efforts.

Design/methodology/approach

The paper is based on extensive discussions with and informal surveys of executives.

Findings

General management responsibilities differ greatly from functional responsibilities, both in degree and in kind. The gap is larger than most executives anticipate. The big surprises are not always those that they expected. The way companies prepare executives for general management can generate problems of its own.

Practical implications

GMs need a guidance system for diagnosing where to spend their time and a system for exerting influence – and the paper provides a template.

Originality/value

The paper identifies the ways in which the move into general management presents a massive increase in the complexity of responsibilities for executives and why it is so challenging for many. The framework helps GMs anticipate and master the challenge of general management – and helps them prepare and develop their own subordinates for a similar move.

Citation

Bottger, P.C. and Barsoux, J. (2009), "What new general managers must learn and forget in order to succeed", Strategy & Leadership, Vol. 37 No. 6, pp. 25-32. https://doi.org/10.1108/10878570911001462