Once again, I received an interesting question from a reader that prompted a post. Here’s the question:

My BRM organization is going through leveling and restructuring. I have several BRM’s reporting to me and am working with very senior business executives with billion dollar business units. My peers in the IT organization have Vice President titles because they have larger organizations than mine. My BRMs sometimes feel that their titles put them at a disadvantage when engaging with their business partners. Is this a common issue?  Any suggestions for approaching this issue?

Organization Size Does Not Equate to Importance of the Leader!

This reader was caught in an interesting and relatively common dilemma! CIOs have faced issues about salary levels for years–often seen as having too many specialists, too many salary bands, and being ‘out of step’ with the rest of the company they support. Exacerbating this, IT organizations often continue to equate the importance of a leadership position (and therefore ‘level’ of that position) with the number of people in a given leader’s organization. This is, of course, a false premise–importance should have more to do with the nature of the leadership position rather than the number of folk reporting to that position (which is not only an invalid indicator of importance, but also drives dysfunctional behavior, i.e., organization size = power!)

Contemporary management thinking and leading HR practice has worked hard to flatten organizations and to break the “organization size = power” paradigm. Some roles carry more ‘weight’ than others, regardless of the number of people working for that role.

Access and Influence Are Key BRM Requirements

Of course, access and influence are earned by a BRM through their skills and behaviors–not because of their title. I’ve worked with very young and relatively low-level BRMs who wield enormous influence and gain access to the highest levels of business executive by dint of their skills and abilities.

However, some enterprises are very hierarchical in nature, and titles carry significant meaning. A BRM with the title ‘Manager’ for example might find it impossible to get on a Vice President’s calendar, while a Director or another Vice President would have no problem gaining access.

BRMs–Leverage Thy Influence and Persuasion Skills!

So, what did I advise the reader that prompted this post to do? Leverage their influence and persuasion skills and their knowledge of Business Transition Management (also known as Organizational Change Management) principles:

  1. Identify the key stakeholders in effecting a change to BRM titles/levels.  And don’t forget Human Resources as a key stakeholder!
  2. Identify What’s In It For Them (the WIFM’s) for each stakeholder by determining:
    • Problems resulting and/or opportunities missed due to the current state approach to BRM titles/levels.
    • Benefits anticipated from the future state with better-aligned BRM titles/levels.
  3. Consider moving the BRMs into the business units they represent.
  4. Identify the optimal first steps in effecting such a change to BRM titles/levels.