HBR On Strategy: A Middle Manager’s Guide to Executing Strategy
Episode Overview
In the January 22, 2025 episode of HBR On Strategy, hosted by Amy Bernstein, Harvard Business Review delves into the pivotal role of mid-level managers in executing corporate strategies. Entitled "A Middle Manager’s Guide to Executing Strategy," the episode features insightful discussions with Andrea Belk Olson, a seasoned strategy consultant, and real-life managers Jen Long and Gabriela Spatolisano. The conversation explores the challenges middle managers face, especially women, in translating executive plans into actionable team objectives, navigating resistance, and ensuring successful strategy implementation.
Introduction to Strategy Execution
[00:48] Amy Bernstein: Amy opens the discussion by presenting a common scenario: an executive team unveils a master plan for growth, and it's up to mid-level managers to implement it. She emphasizes the complexity of this task, especially when managers might not fully agree with or understand the strategy.
Key Points:
- Role of Mid-Level Managers: Acting as the bridge between executive plans and team execution.
- Challenges: Potential lack of input in strategy creation, vague or uninspired plans, and resistance from team members.
The Role of Mid-Level Managers in Strategy Execution
[04:15] Andrea Belk Olson: Andrea underscores that strategy execution offers mid-level managers a significant opportunity to showcase their business acumen. She highlights the necessity for managers to understand the broader business operations and the economic drivers behind strategic decisions.
Notable Quote:
"Successfully understanding strategy and successful strategy execution really requires mid-level managers to start thinking and speaking in the mindset and language of a business leader."
— Andrea Belk Olson [04:15]
Key Insights:
- Business Acumen: Managers must grasp the "why" behind strategies, not just the "what."
- Transparency Challenges: Often, managers lack visibility into the macroeconomic factors influencing strategic decisions.
- Strategic Mindset: Moving beyond tactical execution to strategic decision-making is crucial.
Challenges Faced by Women in Strategy Execution
[05:33] Amy Bernstein: Amy brings attention to how women, in particular, might navigate strategy execution differently, often facing stereotypes that can hinder their strategic visibility.
[05:48] Andrea Belk Olson: Andrea elaborates on the systemic traps women may encounter:
- Hyper-Focusing on Deliverables: Women might become seen solely as executors, not as strategic thinkers.
- Lack of Understanding Strategic Objectives: Broad and abstract goals can leave managers without clear direction.
- Resistance to Change: Fear of moving away from established methods can lead to inertia.
Notable Quote:
"Women tend to execute very, very effectively and efficiently. And that can be kind of a trap because once you are the one that's seen as getting it done, you're not seen as the one that's thinking strategically."
— Andrea Belk Olson [05:48]
Strategies for Effective Execution
Understanding and Clarifying the Strategy
[08:56] Andrea Belk Olson: Andrea advises managers to:
- Deep Dive into the Strategy Document: Read and re-read the strategy to identify gaps and questions.
- Understand Motivations: Grasp the underlying reasons for the strategic changes.
- Data Collection: Determine what data is needed to clarify ambiguities and where to source it.
Notable Quote:
"Start thinking about questions you have, start thinking about gaps that you think are there."
— Andrea Belk Olson [08:56]
Collaborative Communication
[11:22] Andrea Belk Olson: Emphasizes not making assumptions and seeking feedback from superiors to ensure alignment. Encourages broader operational thinking beyond one's department.
Notable Quote:
"You're looking at it from a broader operational perspective and not solely your own."
— Andrea Belk Olson [11:22]
Handling Resistance and Building Buy-In
[19:16] Andrea Belk Olson: Andrea stresses the importance of addressing team concerns genuinely:
- Legitimize Concerns: Acknowledge and understand the roots of resistance.
- Collaborative Solutions: Engage the team in finding ways to overcome obstacles.
- Build Trust: Demonstrate commitment through actions, starting with small wins.
Notable Quote:
"It's about identifying the historical baggage... And proactively addressing them."
— Andrea Belk Olson [19:16]
Effective Communication of Progress and Challenges
[33:21] Andrea Belk Olson: When strategies falter, managers should:
- Early Identification: Spot issues before they escalate.
- Propose Solutions: Present root causes and corrective actions.
- Maintain Transparency: Keep upper management informed with a clear action plan.
Notable Quote:
"Your communication is, you know, this isn't working that great, but it's not the end of the world."
— Andrea Belk Olson [33:21]
Real-Life Examples and Experiences
Jen Long's Journey with Strategic Doubts
[38:26] Jen Long: Jen shares her experience with a strategy she initially doubted. By engaging deeply, reevaluating the strategy, and rebuilding her support system, she transformed her skepticism into active support.
Notable Quote:
"I had to convince myself... and now I'm actually more excited about the new strategy."
— Jen Long [40:03]
Gabriela Spatolisano on Overcoming Team Resistance
[42:46] Gabriela Spatolisano: Gabriela discusses tackling team resistance to automation by highlighting personal growth and career advancement opportunities, thereby aligning team interests with organizational goals.
Notable Quote:
"It's good for you. It's not only good for the company, it's good for you."
— Gabriela Spatolisano [42:46]
Conclusion and Key Takeaways
The episode concludes with reinforcing the notion that mid-level managers are crucial to the successful execution of corporate strategies. Empowering managers with the right mindset, fostering open communication, and addressing team concerns proactively can transform strategic plans into tangible organizational successes.
Final Thoughts:
- Empathy and Action: Balancing understanding team concerns while driving strategic goals.
- Continuous Feedback: Regular check-ins and updates to ensure alignment and address issues promptly.
- Personal Development: Encouraging managers to adopt a strategic mindset enhances their leadership capabilities and contributes to organizational growth.
Notable Quote:
"The best strategy is not just about what you're choosing to do, but what you're choosing not to do."
— Andrea Belk Olson [18:21]
Produced by: Amanda Kersey, Ann Sanny, Hannah Bates
Editor: Ian Fox
Special Thanks: Rob Eckhart, Tina, Toby Mack, Erica Chuxler, Maureen Hoch, Ramsey Kabaz, Nicole Smith, Anne Bartholomew, and listeners.
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