Take, for example, Zappos. Since the online shoe-tailer announced 18 months ago that its organizational structure would no longer contain job titles and put everyone in charge of their own work, about 14% of Zappos’ employees (about 200 people) accepted severance rather than participate in the company’s new organizational structure.
But instead of getting rid of our managers, should we be looking for a middle ground? And what are we missing when it comes to the important role of the manager? For CEOs, the manager is among our most valuable resources. In my own experience, an empowered and enthusiastic management team allows me to be more effective in the performance of my responsibilities. The manager is the CEO’s conduit to executing strategic and operating goals.
Unfortunately, and unfairly, the manager takes the blame for the shortcomings in the way many companies are structured. While we must attack wasteful structures, processes and positions, the role of the manager should not be eliminated. Instead, it should be retooled for today’s organization. To start, CEOs should understand and accept the following:
Appropriately trained and aligned managers are vital to the execution of the company’s mission and to the development of employees. Whether your business model is traditional or you adopt a new approach, a strong internal culture based on values, accountability and teamwork should always come first.
Eliminating managers may sound appealing, but I say, don’t buy it. Some level of management structure is essential to every company’s growth and the execution of its mission. The manager is an asset; he/she is not the problem. Be sure that you have the right people in management roles. Attack waste, bureaucracy, siloed thinking and outdated processes. Promote creativity and empowerment, and redefine the role of the manager to meet these needs.
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