As the administrator moves further and further from the actual physical operation, this need for technical skill becomes less important, provided he has skilled subordinates and can help them solve their own problems.
For example, in one large capital-goods producing company, the controller was called on to replace the manufacturing vice president, who had been stricken suddenly with a severe illness. The controller had no previous production experience, but he had been with the company for more than 20 years and knew many of the key production personnel intimately. By setting up an advisory staff, and by delegating an unusual amount of authority to his department heads, he was able to devote himself to coordination of the various functions.
By so doing, he produced a highly efficient team. The results were lower costs, greater productivity, and higher morale than the production division had ever before experienced. Management had gambled that this man's ability to work with people was more important than his lack of a technical production background, and the gamble paid off.
ACTION POINT: Use your human and conceptual skills to direct those on your team with strong technical skills.
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