In all too many organizations, the cream doesn't consistently rise to the top. This phenomenon begs many questions, not the least of which is whether there is a disconnect between the organization's definition of "managerial effectiveness" and what is actually rewarded. Effectiveness in the role of manager requires a multifaceted view of performance. It is certainly more than just personal values (e.g., authentic leadership), or empowerment (e.g., "Zapp") or any other "one thing." However your organization chooses to define it, it should include (i.e., measure AND reward) facets such as, 1) the acquisition and maintenance of skills and abilities, 2) wise management of organizational assets (including people, resources and time), 3) integrity, 4) treating all coworkers (and especially subordinates) as customers of his/her behavior, and also the behaviors that fit the organization's culture and values (e.g., creativity, teaming, risk taking).

What do we actually reward? In too many organizations, the answers are short term performance and "managing up." The combination of reorganizations, job rotations and promotions every 18 months or less reinforce a focus on short term results and don't allow managers to realize (or learn from) the consequences of their decisions.

And what about this "managing up" thing? Is it really that bad to have managers "align" with their senior managers' performance? What they often don't see is the damage being done by managers who are ineffectively "managing down."

Just as individuals have "blind spots" (things that others see that the individual is not aware of), organizations and their leaders have blind spots as well. In the context of managerial effectiveness, leaders are often unaware of the consequences of short term management. And with their subordinates, they are often blind to the reality of managerial effectiveness (or ineffectiveness) in the eyes of a manager's peers and direct reports.

You must eliminate the blind spots. Your organization's operational definition (through practice) of managerial success may not be producing the quality leaders and culture you desire. Organization assessments and 360 degree feedback processes can be designed for just this purpose—to eliminate your blind spots so that you make better decisions and ensure that your most effective managers are also the most successful.