This first gap is about how the role of manager shows up within organizational design and culture. Why do we have manager roles, and how are they different from leaders and contributors? Do we have a culture that values managers? Bridging this gap involves exploring useful ways to understand decision making and action taking using the RACI (responsible, accountable, consulted, and informed) model.

When you close this gap, you’ll have a clear understanding of why managers are not leaders and are zero value add. You’ll get why these are positive, clarifying descriptions that lift up managers and support all members of the organization.

The second gap involves defining management activities and how to identify ideal candidates for manager roles. To close this gap we will leverage the EP!C Management model I have developed.

When you close this gap, you’ll gain clarity on the what, who, and how of management. You’ll also be able to see that your best individual contributors and leaders may not be your best managers. Knowing this will help you align people to the roles that best leverage their talents. Thus, creating an environment where people can positively impact the organization while simultaneously increasing their personal sense of fulfillment.

This final gap answers the question, “If teamwork makes the dream work, what makes the team work?” It takes the lessons learned addressing the first two gaps and applies them to create successful teams.

When you close this gap, you’ll understand how we develop people and why this requires a mix of management and leadership. You’ll see how change management is at the heart of all successful teams.