noun, plural man·i·fes·toes.

Origin:
1640–50; < Italian;
 

I consider “management” to encompass the most complex set of skills there is. I believe our industry tried to make it accessible and easy to assimilate by separating it into different disciplines/concepts. In this process, we unwittingly led professionals to believe that it was acceptable to pick and choose what they incorporate into their management style. As a consequence, it comes as no surprise that the management capability of executives is not a fair match for their undertaking. 

Management is NOT a decision between choices, but rather an algorithm that operates effectively only when all the parts work together. Much like the mechanism of a watch, when one cog turns but the others do not, the watch stops working properly.

The same relationship exists between management and business. When organizations rally behind a strong vision  but senior executives lack the ability to influence, inspire and empower others during implementation, outcomes are seldom optimal. 

When executives focus on levers of revenue growth, like innovation, but possess limited expertise of key concepts such as organizational design, sociological theories of group dynamics, or market economics for example, the rate of organizational growth is disproportionate to the resources invested in the initiative. Moreover, when CEOs focus exclusively on increasing shareholder value, they overlook their mentoring role and put the future of their organization at risk due to weak succession bench strength. 

Instead of continuing to debate which function or competency is more important, it’s time we recognize that they all are. It is fitting that we view management as ONE very complex entity that spans over a multitude of skills, disciplines and areas of expertise. This perspective should compel executives and organizations alike to appreciate that acquiring business management capability is an on-going journey that requires on-going support. 

Our responsibility as members of the management consulting community is to facilitate a less bumpy ride. It is also our responsibility to question whether or not the current mainstream consulting practices of our competitors still meet the challenging needs of senior executives.  In my opinion, the answer is an  emphatic “NO”.

I created TAB as a means to compensate for the limitations of all the current models operating under the management consulting umbrella. My priority is to provide organizations with an alternative way to support senior executives as they navigate through their daily management challenges. My wish, however, is to join or be joined by others who share our commitment and determination to re-define an industry in high need of rejuvenation. 

Because There’s More.

Laura Ellis, Founder and CEO