Every organization relies on a huge amount of coordination and delivery to keep things moving—figuring out how to execute strategy, solve problems, and keep teams aligned. For simplicity, let’s just call this management.
Managers, especially those in the middle of an organization, are often caught between broad company objectives and the realities of day-to-day execution. They’re expected to turn strategy into results, but they’re not always handed a clear roadmap. The best managers don’t wait for perfect conditions—they work with executive leadership to shape them.
Decisions Need to Happen—Now
Organizations move fast. Market conditions shift, priorities change, and teams need to respond. That’s why rigid, top-down approaches don’t work anymore—companies need managers who can make decisions, not just follow orders.
Toyota’s continuous improvement model is a great example of this in action. Their success wasn’t just about efficiency; it was about creating a culture where managers could identify problems, make decisions, and act quickly.
At its core, management is about getting the right things done. As Eccles and Nohria put it:
"Management was, is, and always will be the same thing: The art of getting things done. And to get things done, managers must act themselves and mobilize collective action on the part of others."
— R.G. Eccles, N. Nohria, Beyond the Hype (Harvard Business School Press, 1992)
The challenge isn’t just handling problems as they come—it’s knowing which problems to tackle first. Great managers don’t get lost in firefighting; they focus on what moves the business forward.
Managers Need Clarity, Focus, and Authority
The most effective managers operate in a space between strategy and execution. They don’t just direct—they connect, ensuring that company priorities translate into real, meaningful work.
To do this well, managers need:
- Alignment with leadership—a clear understanding of company goals.
- Defined priorities—knowing what’s worth focusing on and what’s just noise.
- The authority to act—real decision-making power to move things forward.
Without these, managers get stuck—forced to escalate every decision, unable to drive progress, and left reacting instead of leading.
Working with Executive Leadership
Managers don’t always get clarity handed to them—they often have to create it. That means working with leadership to:
- Clarify strategic goals—making sure day-to-day efforts align with the bigger picture.
- Translate vision into action—breaking big ideas into meaningful steps.
- Secure decision-making power—so they can act, not just relay messages.
The best environments balance alignment and autonomy. Managers need to know where the company is going, but they also need the space to figure out how to get there.
Looking Ahead
In a follow-up post, I’ll explore a few frameworks that help managers operate at their best, including:
- The Triple-A Leadership Model (Alignment, Autonomy, Accountability)
- A3 Thinking (A structured problem-solving approach from Toyota)
- Portfolio Planning (How to balance short-term execution with long-term value)
Great management isn’t about waiting for ideal conditions—it’s about creating them. The best managers build clarity, momentum, and results—not just for their teams, but for the entire organization.