How Managers Become Leaders

Article Structure

The foundation of the article “How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility” is that the transition from manager to executive requires “learning new skills and cultivating new mindsets” (Watkins, 2012). To support this, the author interviewed more than 40 executives, ranging from managers, senior human resource professionals, and individuals who recently transitioned to senior leader positions for the first time. The information gathered from these sources assisted Watkins in molding the Seven Seismic Shifts: Specialist to Generalist; Analyst to Integrator; Tactician to Strategist; Bricklayer to Architect; Problem Solver to Agenda Setter; Warrior to Diplomat; and, Supporting Cast Member to Lead Role. In conclusion, the author asserts that the shifts amount to switching from analytical thinking to conceptual and that process shows best results with preparation and training for targeted managers.

Clarify Article Argument

In order to develop the seven shifts and the conclusion, the author relied on data from over 40 people. This relatively small number of subjects led the author to make the assumption that the interviewees represent the larger population of executives that have transitioned from manager to executive, globally. This also led to a predisposition by the author that his research and analysis was sufficient for conclusion. The author does not share the questions asked of the interviewees or the scale used to make final determinations and analysis. However, the author’s framework of seven shifts represents the idea that executives or leaders have to take on a more strategic and big picture role in their organizations.

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The author is a single provider for the information provided in the article. The author’s qualifications lead you to determine that he is an expert in the field of executive and leadership transition. The information collected and...