LYNDA GRATTON: Well, actually we’ve been asking managers how they’re feeling for some years now. Lynda, thanks so much for joining me.ĪLISON BEARD: What exactly has happened over the past decade to make the role of manager too much for so many of us to handle? She’s the co-author along with Diane Gherson of the HBR article, “Managers Can’t Do It All” and the new book Redesigning Work. Lynda Gratton is a Professor of Management Practice at London Business School and the founder of HSM, the future of work research consultancy. She has some advice on how to shift managers roles so they’re less overwhelmed and more effective. In fact, today’s guest says it might be too much. They’re expected to lead teams and projects flexibly, remotely, and with empathy. They’re responsible, not just for business results, but also for employee development, organizational culture, and digital transformation. Their spans of control are bigger and more fluid. Thanks to rapid technological innovations, flattening hierarchies, agile work, and new attitudes about talent. And a boss’s job was to push for great performance, but times have definitely changed.
One where people clocked in at factory stores or desk jobs, the tasks and teams didn’t change much.
Managers today are overwhelmed and that’s because their jobs were designed for a different kind of work world. Gratton is the author of the book Redesigning Work and coauthor along with Diane Gherson of the HBR article “ Managers Can’t Do It All.”ĪLISON BEARD: Welcome to the HBR IdeaCast from Harvard Business Review. Lynda Gratton, professor at London Business School and the founder of HSM, points to a few ways we can solve the problem: by training bosses to be people leaders, outsourcing some of their mundane management tasks, and even splitting the role so some oversee work and others focus on talent development. Thanks to rapid technological change, flattening hierarchies, agile work, and new attitudes about talent, they have to do more than ever.
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