Steering Through Managerial Undercurrents

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This article is Part II of the topic of how managers handle the formal structure in organizations. In the previous one - Structures Keep People Together?-?we approached the subtle ways managers inadvertently foster informal structures that exist parallel to, and sometimes in conflict with, the official organizational frameworks. These unintentional shifts, driven by a myriad of factors out of which the lack of time and the consequent lack of awareness, can significantly impact both the effectiveness and morale within an organization.

However, another facet exists to this phenomenon – the intentional creation and maintenance of informal structures by managers. Unlike the inadvertent formations discussed earlier, these are strategic or personally motivated shifts instigated by those in leadership roles.

This article aims to explore two primary scenarios:?

• Firstly, where higher-level managers intentionally stress the current structure to align with a strategic vision,?
• Secondly, where managers of any rank might manipulate structures to serve personal agendas.?

The distinction between these motivations is crucial and is given by the intention of the respective manager since the difference in intention can lead to vastly different outcomes for both individuals and organizations.

Therefore, as we navigate through these two broad scenarios, it's essential to understand the intricacies and implications of such actions. Whether driven by strategic foresight or by personal objectives and agendas, the way managers sculpt and interact with the organizational structure can have lasting effects on the people within it and the company's trajectory. Without pretending it is exhaustive, this exploration aims not only to shed light on these practices but also to offer actionable strategies for those finding themselves navigating such complex organizational dynamics.

This article is primarily aimed at early, middle, and senior managers, but it's also highly beneficial for technical experts aspiring to management roles. A common obstacle for these experts or even early managers is a lack of self-awareness. This deficiency might lead them to prematurely abandon their efforts to progress. Rather than leveraging their extensive technical expertise and elevating their strategies, those who lack awareness tend to become disheartened and frustrated. Consequently, they might opt to withdraw from challenging situations or dismiss these challenges as 'management politics', which they choose not to engage with, however, this choice significantly hinders their potential to advance into management positions.

1. Strategic Vision-Driven Change

At the heart of this strategic approach is the introduction of a parallel unofficial structure, an intentional move by a manager or even by higher management,? designed to test and ultimately enhance the organization's resilience.?

This is particularly evident when existing leadership dynamics reveal a gap or a 'no man's land' between their functions, indicating a disconnect that can hinder effective decision-making and progress. In such scenarios, the new structure acts as a catalyst for revealing hidden potential and leadership voids within the existing hierarchy. Last but not least, it acts as a hypothesis testing ground or as a pilot project from which management learns what is working, what is not working, and the impact it might have on current productivity, people’s morale and- depending on the scale of the test - on the organizational culture at large. Lastly, management offers an in-house opportunity for other leaders to emerge and challenge the status quo.

To illustrate, consider a scenario where a company faces stagnation due to rigid departmental silos. The senior management, recognizing this, might initiate project-based teams that cut across these traditional boundaries. In the beginning, these teams can be unofficial, i.e. not officially drawn into the organisational structure, often led by mid-level managers or even by non-managerial staff, and operate with a degree of autonomy not typically found in the standard hierarchical structure but allowed and enforced by the senior management. This strategic move does two things: firstly, it puts existing leadership under a microscope, challenging them to adapt and collaborate beyond their usual scope. Secondly, and perhaps more crucially, it creates opportunities for latent leadership talents to emerge from within the ranks.

In this intentionally created parallel structure, employees who were previously confined to their departmental roles are now given the freedom to showcase their skills and leadership potential. For instance, a mid-level manager might demonstrate exceptional skill in steering a cross-departmental team towards achieving a complex goal, revealing a capacity for higher-level leadership. Similarly, a team member who previously was not part of the management staff could exhibit and demonstrate unforeseen talents in negotiation or strategic planning, qualities that might have remained obscured in the regular structure.

This strategy of introducing a parallel structure is not merely about uncovering hidden talents; it's also a test of the existing leadership's ability to navigate and adapt to overlapping authorities and responsibilities. It's a revealing process that can sometimes expose a void where current leaders are either unwilling or unable to bridge functional gaps, thereby creating a space for new leadership to emerge and thrive.

Such strategic restructuring requires careful planning and communication. The higher management needs to articulate the purpose and expected outcomes of these changes clearly and assume full accountability and responsibility for making it happen. This transparency ensures that any new work or communication process that is born with the new unofficial structure is explained, discussed, seen and finally accepted not as a challenge to existing authority, but as a growth opportunity for the organization and its people. One needs to also understand that building transparency is not a one-off event, it is a process that is rolled by all participants of the involved structures whether official or unofficial until the new way of working stabilizes and becomes the norm. Only then the new structure will be added or introduced in the org chart.?

One should not be surprised that the final form, role and responsibility of the new structure that got into the org chart is different from the initial settings. It is normal: the entire testing period gave additional and valuable information about how the respective structure operates at the optimum level at the organizational level. Management took further decisions to adjust structures and roles so that to allow for their initial vision to respond even better than initially foreseen.

Through this approach, organizations can not only identify and nurture emergent leaders but also foster a culture of adaptability and continuous improvement, crucial for thriving in today's dynamic business environment.

To emerge as a new leader in such a context can be a challenge. Technical knowledge is important and will always count as your foundation. But among those people with strong technical foundations, will be encouraged and preferred the ones able to navigate people relationships. By navigating I mean not only not alienating the relationships in place, but people able in the short term to:

• Create and build trustworthiness with other key stakeholders in the company or outside it;
• Initiate actions that unite people and their energy, able to stand being visible or being put under the spot;
• Speak to and influence within the groups of known and unknown colleagues and stakeholders;
• Bring up first the bad news and work solutions with the others instead of finger-pointing;
• Remain accountable for every of their action and do not take it personally when higher management criticises their actions (because they will, that’s a given)
• Act open and flexible, set boundaries for others and themselves for the success of the project
• Make their managers feel safe, smart and intelligent without embarrassing themselves of?
• Learn fast to conduct respectful confrontations and to keep others accountable for their actions.

Higher managers will look at how?you use your technical knowledge, and what kind of impact you create in terms of business results and the quality of the relationships you can forge.?In my experience, I see many talented technical people who cannot accept or do not want to accept this reality but aspire for a management position or a higher-ranking management position.

Your accession will start once you become aware and accept to display your progress not only in the technical field as an expert but also in the above-mentioned?directions, both?requiring full maturity and personal development. Your senior managers already know your technical background is decently enough to stand your future growth: personal and technical. Do not forget: coaching is key for how fast you will adapt and create an acceptable response to the requirements of your managers or stakeholders.

2. Personal Agendas in Management?

While the strategic restructuring of an organization can be a powerful tool for positive change, there's a contrasting scenario where the manipulation of structures is driven by the personal agendas of managers, irrespective of their rank. This situation can be more insidious, as the intentions are not aligned with the organization's broader goals but are instead focused on individual gain or protection. Such manoeuvres can create significant disruptions within the organizational fabric, affecting morale, efficiency, and even the ethical climate of the workplace.

The first example of a personal agenda is the Hiding Weakness scenario. In this case, a manager may feel insecure about their capabilities or decision-making skills. To mask these perceived shortcomings, they might decentralize decision-making authority or create unnecessary layers of bureaucracy. This approach allows them to deflect responsibility and scrutiny, effectively obscuring their weaknesses. The result can be a convoluted organizational structure where accountability is diluted, and decision-making becomes sluggish.

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Click here to read the full content. You will find:

• 3 concrete examples of how managers can manipulate the organizational structure, with wrongly set intentions, to fit a personal agenda.
• 15 ways in which you can manage the challenging interactions with other managers with a hidden agenda (even if that is your manager) so that you tactfully maintain your credibility and the team's morale.

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