In recent discussions, we’ve focused on middle management and various management concepts. Now, it’s time to reach to a higher level.

Havard University professor Robert L. Katz identifies three essential skills for managers, which are technical skills, human skills and conceptual skills. Technical skills refer to specialized knowledge and abilities in a specific field, such as operating tools, using techniques and solving specific problems. Human skills involve effective communication, collaboration, and relationship-building, including motivating teams, understanding others’ needs, and managing emotions. Conceptual skills are the ability to think abstractly, analyse and solve complex problems, understand organizational dynamics, strategize, and predict future developments.

According to Katz’s theory, the required balance of these skills varies by management level. For first-line managers, they need technical skills the most, as their responsibilities involve directly completing tasks or supervising employees. Human skills are the next priority, ensuring effective communication within the team. Since their primary role is to execute plans, conceptual skills are less critical at this level.

Middle managers act as “translators”, converting top-level strategies into specific tasks for first-line managers and employees. To succeed, they must understand and communicate both top-level and bottom-level “languages.” They also need to coordinate effectively with other middle managers to ensure collaboration across departments. While human skills remain the most crucial for middle managers, technical skills and conceptual skills cannot be neglected. A lack of technical skills could prevent them from evaluating employee performance, while insufficient conceptual skills could hinder their ability to grasp and implement strategies.

For top-level managers, at the top level, conceptual skills become paramount, while technical skills take a backseat. These leaders no longer deal with specific issues but focus on shaping organizational strategies and visions, analyzing external environments, and managing internal resources. Since economic trends, policies, and the market dynamics are abstract in nature. Only those with strong conceptual abilities can understand these patterns, predict future developments, and identify business opportunities. Top-level managers act like a ship’s captain, paying attention to wind directions and currents while avoiding dangerous waters to ensure the ship stays on course.

The difference between middle and top-level management is not merely quantitative but qualitative. It’s not just a promotion in rank but a complete transformation in skills and mindset. Moving from middle to top management requires strong conceptual skills. Middle managers are often adept at solving concrete problems, but top management is less concerned with details. Instead, they focus on the company’s overall strategy and long-term interests, looking beyond the present to plan for the future and ensure sustained success for the organization.

Simon So

Chief Experience Officer of Hantec Group