The Leadership Pipeline: How to Build the Leadership-Powered Company (Jossey-Bass Leadership Series Book 254)

to link the strategy to the workers and the workers' capability to the strategy makers.

So they aren't leading the company and they aren't touching the product.

Managers of managers, therefore, should ask management and leadership questions. For example, "What should you do to your organization to assure that due dates are met?" or "How well do your people understand the quality standards and what are you doing to assure they meet then?" These questions elicit quite a different response

Recognizing the best time to deliver negative feedback (in private rather than in public) and knowing how to deliverit (focusing on the behavior rather than the person's character or intelligence) are hallmarks of this sensitivity.

He frequently doesn't exhibit any interest in strategic or cultural issues.

giving his people the power to make project decisions and holding them accountable for these decisions,

Instead of empowering them, Vic was disenfranchising them. By giving direct orders to individual contributors and conducting his own project reviews, Vic was taking over functions that rightly belonged to his direct reports. Individual contributors began to bypass their own bosses to talk to Vic, which resulted in his time crunch.

Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions.

identify value-based resistance to managerial work,