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The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition by James Noel, Stephen Drotter, Ram Charan

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Chapter 3. From Managing Others to Managing Managers

Though most organizations have training programs for first-line managers, relatively few have any programs in place for managers of managers. Part of the problem is the false assumption that there's very little difference between managing others and managing managers—the logic being that if you can develop the skills of a first-line manager, you will naturally adapt to this similar but more significant role. The other aspect of the problem is psychological, in that promotion to this position is often viewed as a stepping stone rather than a major career passage. Whereas being appointed as a first-line manager is a cause for celebration, the move to a manager of managers is usually greeted with ...

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