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The Difference: Good Managers vs. Great Managers

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Greatness is not a function of circumstance; greatness is largely a mater of conscience choice and discipline ~ Jim Collins

Several years ago I saw Jim Collins speak at a leadership summit.  If you haven't heard of him, he is the Author of Good to Great:  Why Some Companies Make The Leap…and Other's Don’t.  In addition to being an author, he is a researcher (which may be his primary career), student and teacher of enduring great companies — how they grow, how they attain superior performance, and how good companies can become great companies.  During the conference he shared his findings and pointed out several key differentiators between good companies and great companies.  It made me wonder...what are the differentiators between good managers and great managers.  I started my unscientific research event. 

In my experience, the shift from being managed to a management role is one of the most difficult transitions.  Many functional superstars struggle with the balance act of doing the work versus helping others do the work.  I’ve witnessed some of the highest potential candidates’ misstep.  The learning curve is longer than most career climbers want to endure.  Recently, many of the inquiries by site visitors and 1:1’s with Women’s Ally members’ center around how to prepare for and become a successful manager.  (Or, they are in a bad boss situation and they are assessing alternatives.)  Honestly, there are many differences between Good and Great Managers.  The distinctions between Good and Great also vary as you gain altitude within the hierarchy.  This is certainly not a complete list, but a start based on observation.  What have you observed?


Good to Great Differentiators

For those newly or recently entering the management realm, here are a few differences you might want to pay attention to.


GoodGreat
  • Builds a functioning team of individuals.  Everyone is very successful individually and progress is notable, but often inconsistent.     
  • Builds a team that functions in unison.  Everyone is successful individually and as an overall group.  Progress is constant and often leapfrogs.
  • Manages team without focus on workload mix, often resulting in unequal contribution.  Gets results, but doesn’t confront poor performers in a timely manner.
  • Proactively manages team, stretching good employees & removing under performers.  Ensures mix has equal contributors.
  • Defines & designs clear project plans with clear delivery commitments.   
  • Has team define & design own project plans for buy in on delivery commitments.
  • Develops good people who do a good job.  Transfers required skills to them.   
  • Develops people to do their jobs better than they can.  Transfers all skills to them, willingly.
  • Takes on projects, rarely completing through implementation.  Starts strong, lacks staying power.
  • Takes on projects, completes through implementation.  Sets an example.

If you believe that people quit managers, not companies, then striving to move from Good to Great will help you, your employees, and your employer.  As you are making this transition, we’ve developed a management toolkit to help you accelerate your transition success.


Is this helpful? Please let us know in the comments your thoughts on this as well as other ways we can help you with your career and training.

The author, Diahann Boock, is the founder of Women's Ally. For information about working with Diahann, check out our Programs.


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