Seven Levels of Qualitative Change From Manager to Business Leader

What does it take to move from a manager to a leader?

Seven Levels of Qualitative Change (Seven Seismic Shifts)

Research shows that seven major shifts occur when leaders move from leading a function to leading a business, taking responsibility for profits and losses, and monitoring senior executives across corporate functions. This series of adjustments mainly revolves around seven qualitative changes (also known as seven seismic shifts).

Seven levels of qualitative change from manager to business leader

Research shows that seven major shifts occur when leaders move from leading a function to leading a business, taking responsibility for profits and losses, and monitoring senior executives across corporate functions. This series of adjustments mainly revolves around seven qualitative changes (also known as seven seismic shifts).

  1. From specialist to generalist – If you want to lead the whole department well, you need to change from a professional to a generalist, that is, you need to have enough understanding of each functional department.
  2. From analyst to integrator – managers tend to be analytical talents who focus on specific businesses, while “top leaders” tend to be responsible for managing, coordinating and integrating various knowledge in various departments to solve important organizational problems through appropriate selection and trade-offs.
  3. From tactician to strategist – One of the core functions of leaders is strategic planning. To achieve this, he needs to get out of the details, free his mind and time, and focus more on strategic thinking.
  4. From bricklayer to architect – When leaders are promoted to company management, they will be responsible for designing and changing the organizational structure – strategy, structure, processes and basic skills.
  5. From problem-solver to agenda-setter – Many managers are promoted because of their excellent problem-solving ability. Once they become leaders of the company, they should not be content to play the role of passive firefighters, but should put more energy on the problems that the organization should solve, that is, to find out the fire actively.
  6. From warrior to diplomat – Competent corporate leaders use diplomacy: negotiation, persuasion, conflict management, and alliance building — to shape the external business environment in support of strategic objectives.
  7. From practitioner to advocate – Being a corporate leader means being in the spotlight. There are countless eyes on them looking for vision, inspiration, and clues about the “right” behavior and attitude.