Hey CEO, Your Managers Need Trifocal Vision

Our guest expert today is Bob Cox. Bob is an expert in helping businesses achieve organizational success. Bio.

But That’s Rarer Than You Think

Distance vision. Intermediate vision. Near vision. 

The most effective middle managers have trifocal vision—the ability to strategically shift focus on work by viewing responsibilities through multiple lenses. 

Here’s the thing: A trifocal thinker is an exceptional type of thinker. 

Finding a middle manager with these skills requires a bit of personality analysis.

The Three Lenses of the Trifocal Thinker

Distance vision - CEOs often turn to middle managers for insights on reaching long-term goals for the business.  Effective managers connect those goals to the daily work of their teams, creating meaning and engagement.

Intermediate vision -  Middle managers need to be good at organizing tasks, resources, and team members to ensure that the work gets done. 

Near vision - Middle managers also take on the daily work, such as writing blogs, fixing machines, or calling customers. 

To flip effectively from managing the minutiae to considering the company's strategic goals requires a specific type of brain.

The Specialist vs. the Generalist 

Generalist thinkers can shift from a distant focus (strategic thinking) to a near focus (details of work). Their inherently stronger ego gives them confidence that they can shift focus without serious repercussions. They think, “how hard could this be?” 

They are comfortable delegating, which aligns them with the second layer of the trifocal, making them productive middle managers. 

On the other hand, specialist thinkers tend to be doers. Successful “doers” have “near vision.” They are laser-focused on the details and compliance. 

Because of this, specialist brains may face challenges when placed in the supervisor role.

The Value of Delegation

Often, we see specialist personalities getting promoted. In this scenario, we witness the team member who was excellent at doing work get promoted but then have problems allowing others to take over their work. Specialists will worry about the quality of the work; they will struggle with helping others execute well because they will feel it's more efficient to do it themselves. This prevents them from having the time to look at the big picture—to “connect the dots” for their people.

As the company leader, it is important to help specialist individuals see the value of delegation and encourage them to hone this skill. 

Of course, not every specialist is the same, and many specialists would still make good middle managers. But overall, you should analyze a person’s personality before promoting them to a manager role to ensure that you’ve matched their talents to the role's demands. 

Finding the Right Manager

If you are considering promoting or hiring someone into a middle manager role, consider their personality. Ensure they are the type of thinker capable of switching their vision throughout the day. 

In some positions, the manager has to deeply understand the skills. A specialist who has learned to delegate is a good fit here. For other jobs, it's about managing people and helping them see the goals. A generalist would fit well here.

Depending on the function of your company—and the specific job—you may need a middle manager with more skills from the bottom layer of the trifocal or vice versa. 

So take some time to assess your team's skills to find the best person for the role.

Guest Author: Bob Cox

Bob Cox specializes in providing insights about people that support businesses’ short-term and long-term organizational goals. As a longtime educator and coach, Bob approaches challenges as opportunities, not failures. His company, BHHC, asks the important questions businesses are forgetting: Are you hiring for retention? Do your managers effectively develop our people’s performance? Is your succession planning aligned with what you’re going to be, not who you were? 

Visit BHHC to learn more about how you can build better teams for better results!