In the old command-and-control days, the supervisor and middle manager knew what to do. Roles were defined and expectations were understood. Now, fewer managers are asked to do much more with less. Brand U roles are more fluid. Expectations are higher and often less understood. Some Brand U managers and support specialists are on call 24 hours a day to make sure work gets done.
But, there is a downside to the Brand U life. No wonder marathon workweeks result in worker dissatisfaction and unhealthy family lives. Technology has also eliminated the boundaries between work, commuting, and home. Many of us now put home phone numbers on our cards.
What’s going on? More companies are organized around constantly changing Brand U process and project teams. Hierarchal titles mean less. What’s critical is the Brand U value the person brings to the team and to the organization. The changes and implications are far reaching. This may mean that a second level manager who was deciphering data for senior management must change roles and become a team contributor often with people straight out of school.
Some interesting scenarios may evolve. A Brand U with recent, valuable knowledge may be the team leader or subject matter expert and implicitly more valuable than the twenty-year veteran. And with technology advancing so rapidly, virtual companies are hiring Brand U’s who can add value and hit the ground running.