Leadership Pipeline, 3rd Edition

6Leading a Business

There is no denying the shock leaders feel when they take their first business leader position and begin to realize all that is involved. Everything about this job is different from any other role and we have seen that it is the most dramatic and most difficult role transition. The transition has to be managed carefully. There is significantly more at stake, both good and bad. It is done with the whole organization and many outside groups watching, and the runway is much shorter. Despite all that most business leaders say it is the best job they ever had.

The center of this role is to produce short‐term and long‐term profit while strengthening the organization and without exhausting all the resources. A whole new thought process is required. Despite the dramatic change required, the vast majority of business leaders love this job. They typically have responsibility for both production (cost) and sales (revenue). Because they have these major pieces there is an enhanced control of the business's outcomes. Incumbents are highly visible to a wide audience in the business and externally so there isn't any place to practice. Nonetheless, the position is much sought‐after.

Function leaders produce products or services or support that satisfy customers and create a competitive advantage for the business. Their compelling questions begin with “Can we … ?” Can we make it? Can we sell it? Can we attract the talent we want? Can we lower our costs without spoiling the ...