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Have you ever thought about how you manage your organization? Have you changed as your career has progressed? We call this the “evolution of management perspective.” It will happen in some way naturally but we want you to consider some key ways you can fine-tune your perspective and strengthen your organization as a result.

Start with the “Evolution of Management Perspective.” As one progresses higher in an organization, it will entail more than just expanding one’s view—it will involve developing the ability to anticipate and forecast potential issues and outcomes. As you ascend the ladder in your organization from front-line supervisor through the executive-level management ranks, your responsibilities will extend beyond day-to-day operations, demanding a proactive approach to strategic decision-making.

As a new supervisor, your focus is primarily on understanding and supporting the immediate team, which is critically important. You must always be a relentless advocate for your subordinates. As you rise to higher ranks, your perspective must expand. This shift requires a broader understanding of interdependencies between teams and the ability to optimize resources to achieve departmental goals.

When you reach a senior management or executive position, the true scope of your perspective must expand to the organization as a whole. Successful leaders in these roles develop the foresight to anticipate challenges and opportunities, allowing them to make well-informed decisions that align with the organization’s long-term vision.

A robust management perspective involves constantly assessing the potential outcomes of decisions and actions. Leaders must consider various scenarios, evaluating the potential risks and rewards associated with each. This allows you to be proactive rather than reactive, ensuring the organization is well-prepared for future challenges and able to capitalize on emerging opportunities. Some things to consider:

Learn when it’s important to prioritize possibilities over probabilities. Most situations we encounter will probably be OK. We must examine if there is a possibility it won’t and consider whether we should make efforts to mitigate the impact of the possibility occurring.
Possibilities are usually low-frequency, high-risk events that, if left unchecked, can be very detrimental.

No decision is inconsequential, and not deciding can be worse than making a bad decision.

Early in your supervisory career, strive to understand the interdependence of all the different work groups in your organization. While this may not be “required” until you reach the senior managerial levels, your effectiveness as a supervisor at any level will be greatly enhanced.

Perspective can make all the difference to your future success. At the JL Group, we specialize in workplace investigations and organizational studies. We bring years of experience and are available for a consultation. Contact us with any questions or issues you may be experiencing. (949) 282-8181

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