Becoming a manager is one thing, but when you rise to the level of VP, and you've got to start managing the managers, you're in a world of hurt if you don't have a good strategy devised. That's because taking up a high managerial position is different than being the leader of a team.
You're going to have more tasks, and there's a lot more pressure closer to the top. There are a lot more people to keep track of, and ensuring that things are flowing smoothly is an everyday, all day type of job.
Mike Livak has tons of experience with this however. His time in the resort industry is well documented, serving as a VP for both Squaw Valley resort, and Royal Gorge. Here are a few of Mike's personal ideas on how to raise your management game:
Let your people manage.
Understand that now you're governing people that do essentially the same type of job as you. So let them do their jobs. Allow them to manage, and handle their own business. These people have risen to the rank of manager for a reason, so don't be afraid to let them handle their own teams and departments. Hold them accountable for outcomes, and productivity, but don't micro-manage and influence their very style of running a team.
Make things clear.
Make it easier for a manager working under you, to understand the boundaries of their position. Meaning, you want to clarify what you expect of them, and what they will be expected to do as a manager, so that they have a well defined idea of their job role. This also ensures there will be less chance of needing to micro-manage, as your team will already know what you expect.
Responsibility and authority should go hand in hand.
Don't punish a manager for something beyond their control, but don't give someone authority without making them responsible for the outcome. This is a careful balance that can lead to a lot of problems if not property watched and established.
Always focus on people with the skills needed for the job.
Seniority can be important. Knowing the job is also important. However, working on a particular job, or with a particular team does not mean the person is cut out to be management material. Stick to the proven leaders, and the people who have the resume to back up their management experience and ability. If you're not choosing the most qualified, over the person who's worked with the company the longest, you're in for a world of hurt when it comes to running the team.