The job postings I recently viewed, have exacerbated the job blending phenomenon. They expanded the Operations/Creative/Sales singular position to include IT. I realize IT is a vital function in all agency or department efforts, but blend them with all the other functions? Where does one get this background?
The new MBA program will have to include, i.e. blend, all these functions to satisfy many companies' expectations. What I believe will suffer is leadership. MBA already eludes to "My Best Achievement", emphasizing the latest CEO's compensation greed.
Leadership is comprised of three main qualities:
A leader can possess any singular or duplicity of the functional capacities, but it would be rare to possess anymore. Otherwise, the three main qualities become diluted. The agency or department head should have a "working" knowledge of all the functional areas, in order to best communicate with these leaders.
At the turn of the Millennium, a popular trend to flatten organizational structures took hold. I believe this is a good corporate posture. It allows strong functional leaders to specialize in their trade and it forms a forum for the diversity of ideas in a leadership meeting. With a strong meeting facilitation role, the agency or department head can create an effective problem solving environment. I have conducted and witnessed this successful meeting climate.
How do you implement this strategy?
- Take a hard look at your current structure and leader's skill sets. Do they align with my blog posts?
- Are you blending functions? Where? Does this make sense?
- Take a hard look at your leader(s) compensation. Is their parity? This is a critical step, especially with the current compensation scrutiny, driving economic correction. I will devote my next blog on the parity subject.
Building an effective team is still key to success.
Job blending is contrary to building an effective team, brainstorming, creativity and problem solving.
Defining the Team Leader's qualities, ensures this success.