[Reading Record -110] The Work of a Playing Manager
What you must not do is 'dumping'
First, let me start with the worst possible action.
It is when a business owner picks up this book, looks only at the title, and tosses it to a subordinate (a playing manager) saying, 'Read this'.
Business owners should not hand this book, 'The Work of a Playing Manager: Achieving Results with the Whole Team', to their playing managers, but should read it thoroughly themselves. This is because, in order to bring out the true potential of a playing manager, it is more important for the business owner to build an appropriate environment than it is to try to improve the individual's skills.
Field organizations should have three layers
For a team led by a playing manager to move forward, the 'leadership' of the team leader (manager), the 'followership' of the sub-leader (assistant), and the 'membership' of the team members (constituents)—these three roles corresponding to each position must function clearly.
This is because, in a demanding position where results are required in both player tasks and management tasks, it is nearly impossible for a playing manager to break through their limits using only their individual abilities.
In small and medium-sized enterprises, organizational development is the job of the business owner. This is even more true if all the managers in the company are playing managers.
When defining the three layers as follows, (as the most important position) you should place someone with high ability to run the field as the 'sub-leader'. However, the organization will not function unless the 'leader' is someone who is respected by the sub-leader.
Leadership of the team leader (manager): (Shows direction with leadership) -> The role of setting team goals and guiding members.
Followership of the sub-leader (assistant): (Proactively supports and assists the leader) -> The role of understanding the leader's intentions and supporting the organization while acting as a bridge to the field.
Membership of the team members (constituents): (Fulfills individual roles and contributes) -> The role of taking responsibility for assigned individual tasks and cooperating toward achieving team goals.
By having each of these positions understand their given roles and significance, and by working together, an ideal organizational structure (where excessive burden is not concentrated on a single playing manager) is completed.
Business owners should not demand that a manager be a superman, but must not forget that 'balancing roles across the entire organization is the most certain and sustainable route to organizational growth'.
Reference links
・Amazon 'The Work of a Playing Manager' Book introduction page
・Author Koji Koike: Meister Consultants Co., Ltd. Website