RHR decided to find out. Executives are also more likely than middle managers to have a clearly defined sense of purpose for the work at hand, he adds, and they see strategies as simply a means to an end. Importantly, they're also more aware of the concerns of the broader organization, which is critical for managing the needs and resources of several departments. Their strong insight into themselves and others is helpful for attracting and recruiting an effective team. When there's a need to get others to accept change or implement ideas, executives tend to use personal persuasion more frequently, he says, though they rarely use power overtly.
Executives also exhibit an effective combination of knowledge, self-confidence and persistence.
Middle managers say it's a problem to find time for planning, but executives have figured out that it's a priority and they must make time. Executives are also better at separating the relevant from the irrelevant, and they know when not to act and just let managers manage. They avoid involvement in unnecessary details and prioritize and delegate with a clear sense of purpose. Of course there are exceptions, notes Warshaw. We all know how executives can get involved in pet projects and how that mucks up execution, but for the most part, executives have figured out how to avoid this.