MANAGER’S CAN’T DO

IT ALL
Authors
Diane Gherson Lynda Gratton
Former chief human resources officer, IBM Professor, London Business School

Rapporteurs
Ms. Namrata Shrestha Mr. Kushal Pandey
WHAT HAPPENED TO THE STABLE, WELL-
DEFINED JOB THAT MANAGERS WERE SO
GOOD AT FOR SO LONG?

WHAT HAPPENED TO THE POWER AND

STATUS THAT USED TO COME WITH THAT
JOB?
“FROZEN
MIDDLE”
Four defining business movements
• Process Reengineering
 Focused on eliminating bureaucracy and boosting operational efficiencies.
• Digitization
CEO’s and other senior leader could communicate directly with their entire subordinates
• Agile Movement
Building teams that are cross-functional that have allocations to solve particular
problems and to rapidly assemble project teams on an as-needed basis.
• Flexible Work
 Employees were no longer tied to a physical workplace, how and where the work is done
didn’t matter
FROM MANAGER TO PEOPLE LEADER

Three fundamental shifts in the role of managers today

 A Power Shift: “Me” to “We”

My team makes me successful. I am here to make my team successful.

I am rewarded for achieving business goals. I am also rewarded for improving team
engagement, inclusion, and skills relevancy.
I control how people move beyond my limit. I scout for talent and help my team move
fluidly to wider opportunities.
 A Skills Shift: “Task Overseer” to
“Performance Coach”

I oversee work. I track outcomes.

I assess team members against I coach them to achieve their potential and
expectations. invite their feedback on my management.
I provide work direction and share I supply inspiration, sensemaking, and
information from above. emotional support.
 A Structural Shift: “Static and Physical” to
“Fluid and Digital”

I manage an intact team of people in fixed
jobs in a physical workplace.
I set goals and make assessments annually.
I hold an annual career discussion focused
on the next promotion.
My teams is fluid, and the workplace is
digital.
I provide ongoing guidance on priorities and
performance feedback.
I am always retraining my team and
providing career coaching.
The way forward: New Models of
Management
• Building new skills at scale
Example: Standard Chartered Bank

A deep coaching culture

When managers coach, they’re making a power shift by moving from instruction
to support and guidance,
A skills shift by moving from the oversight of work to the continual giving of
feedback,
A structural shift by engaging with their people in dynamic and constant manner.
• Rewiring Processes and Systems
Example: IBM

Deployed AI to eliminate administrative work

Personalized digital learning

AI driven advisor to determine salary increases

• Splitting the role of the Manager
Example: Telstra

CEO Andy Penn and Chief Human Resources Officer, Alex Badenoch created two
distinct roles: Leader of people and Leader of work.
Leader of People: Focus on the employees in their chapters to have the skills and
capabilities to meet the current and future needs of the business.
Leader of Work: Focus on the flow of work and the commercial imperatives of the
business.
 Conclusion
• In past, work was organized sequentially, jobs were fixed, workspaces were
physical and information flowed downwards,
• In today’s world of work, we focus on agility, innovation, responsiveness, speed
and the value of human connection.
• Managers that are overwhelmed, confused and under skilled can create significant
risk in productivity, employee well-being and brand reputation.
• Therefore we need the new approach to management, the one that involves shifts
in power, skills and structure.
THANK YOU !!