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  Balancing Needs
What makes the CEO's job tougher, in my opinion, is the constant requirement to be balancing the needs of each division/department with the well-being of the entire organization. No functional manager has that burden to the same extent.

Making time for all areas
My own personal experience is that it was easy for me to spend much more time in the new areas (for me) than in the functional area I came from. New challenges and learning and the opportunity to directly guide areas I could only previously make suggestions about were strong temptations. I think the greater concern, at least for me, is to avoid not spending time in the areas I do not like. For me personally, the action is in engineering, sales, and marketing. Operations nevertheless is important, and the people there need to feel important. You have to make time for all areas.

Important issues
A most critical skill set for a GM to have is balancing, acting on, and driving 10 to 20 critically important issues at once in a diverse set of areas like sales, marketing, finance, operations, manufacturing, etc. It's a strength as a functional manager to drill into a few critical issues but a weakness as a GM. The only way to do this is to combine the balancing with delegation. It is important to not come across as trying to think up solutions to problems without the input of peers, staff, and your boss and Board.