The Hidden Excel Skills That Separate Good Manager from Great Ones
You know that manager who always seems to have the right answer at the right time?
The one whose reports are crystal clear, whose data never seems to have errors, and who somehow makes complex information feel simple?
They're not just lucky. They're not working longer hours than you. And they're definitely not using some secret Excel feature you've never heard of.
What they have are five hidden skills that most managers never develop – skills that have nothing to do with knowing more formulas and everything to do with thinking strategically about how they use Excel.
I learned this first-hand while working with a Finance Manager who completely transformed how the company made decisions.
Watching her work, I realised she wasn't just better at Excel – she was better at being a manager through Excel.
Skill #1: They Speak Everyon’es Language
Good managers present data. Great managers translate it.
I watched this Finance Manager prepare for the same weekly meeting with three completely different presentations of the same information.
Team Managers in Operations:
When she spoke to the Team Managers in Operations, she focused on processes – how the numbers reflected workflow efficiency, where bottlenecks were appearing, and what operational changes could improve performance.
Senior Management:
But when she presented to the Senior Managers (specifically the Senior Operations Manager), the conversation shifted entirely to metrics – percentage improvements, cost per unit trends, and variance analysis. Same data, completely different language.
Director of Logistics:
And when she prepared for her meetings with the Director of Logistics, the focus moved to an even higher level – strategic insights that could influence company-wide decisions about resource allocation, investment priorities, and operational direction.
Why?:
The difference wasn't just communication style. It was strategic thinking.
She understood that data only creates impact when people can connect it to their world.
The Team Managers needed to see how numbers translated into actionable process changes. The Senior Operations Manager needed to see how those same numbers supported tactical decisions. And the Director needed strategic insights that could shape the entire business.
Most managers create one report and expect everyone to interpret it through their own lens. Great managers do the interpreting first, then present insights that immediately make sense to each audience.
Please don’t think this is about dumbing down information – it's about making complex data accessible and actionable for the people who need to act on it.
Skill #2: They Automate to Elevate
Good managers work harder. Great managers work smarter.
This same Finance Manager had something I rarely see: she treated Excel like a business partner, not just a tool.
Template Creation:
Instead of rebuilding reports from scratch each week, she'd created templates that automatically pulled data from different systems. The basic structure was always there so she just needed to refresh the data and focus on the analysis.
Integration Thinking:
She didn't just accept that data lived in three different places. She found ways to connect Excel with other software so information flowed automatically rather than requiring manual copying and pasting every time.
Time Investment Strategy:
She'd spend 2 hours building automation that saved her 30 minutes every week. Most managers see that as inefficient, but she saw the strategic value. After 4 weeks, she was saving time, and after a year, she'd gained back entire days.
Why?:
Great managers understand that their value isn't in data entry or report formatting. Their value is in insights, analysis, and strategic thinking.
Every minute spent on manual, repetitive tasks is a minute not spent on the high-level work they're actually paid to do.
They automate the routine so they can elevate their contribution. While good managers are still copying and pasting, great managers are identifying trends, spotting opportunities, and providing strategic recommendations.
Skill #3: They Think Three Steps Ahead
Good managers react to problems. Great managers prevent them.
This Finance Manager had a habit that initially seemed like overthinking, but I quickly realised it was strategic brilliance.
Pre-Meeting Question Preparation:
Before every weekly finance meeting, she'd write down questions she thought different stakeholders would ask. Not just obvious ones, but the awkward questions that catch most managers off guard.
Reverse Planning:
She'd also prepare questions she needed answering from the meeting so she could present effectively to the Director of Logistics later. This meant she wasn't just attending meetings but she was orchestrating a better flow of information up and down the organisation.
Scenario Thinking:
If the operations data showed a concerning trend, she wouldn't just report it. She'd connect it to conversations from other meetings like what the Operations Manager mentioned about staffing changes, or the Director's comments about new client demands.
Because she understood the broader context, she could think about potential solutions while other managers were still trying to figure out what was actually happening.
Why?:
Great managers understand that their credibility comes from being prepared, not just being present.
When stakeholders ask tough questions, great managers have thoughtful answers ready.
When problems emerge, they've already considered the implications.
When directors need strategic input, they can provide it immediately rather than promising to "look into it and get back to you."
You don’t need to have all the answers, this is about thinking systematically about what questions might arise and being prepared to engage meaningfully with them.
Skill #4: They Create a Single Source of Truth
Good managers juggle multiple versions of the same data. Great managers eliminate the juggling act entirely.
This Finance Manager had what she called her "Bible of Truth" – one master spreadsheet that served as the definitive reference for all financial data for the site.
Master Reference System:
Every other report, presentation, or analysis had to reconcile back to this single source. If numbers didn't match the Bible, she knew immediately that something was wrong and could trace the discrepancy before it spread.
Error Prevention:
Instead of catching mistakes after they'd already caused confusion in meetings, she caught them at source. Her Bible of Truth acted like a quality control system that prevented data errors from ever reaching stakeholders.
Confidence Building:
When directors questioned a figure or when different departments had conflicting numbers, she could instantly reference her master source and provide definitive answers. No more "let me check and get back to you" – just immediate, confident responses.
Why?:
Great managers understand that data credibility comes from consistency, not complexity.
When you have multiple versions of the same information floating around, you don't just lose accuracy – you lose trust. Stakeholders start questioning every number because they've seen conflicting figures before.
A single source of truth eliminates the "which version is correct?" confusion and establishes you as the reliable data authority in your organisation.
Skill #5: They Dig Deeper, Not Just Wider
Good managers report what happened. Great managers explain why it happened.
This Finance Manager had a habit that set her apart other managers I'd worked with: she never presented data without context.
Root Cause Analysis:
When the weekly reports showed an unexpected variance, she wouldn't just highlight the number and leave it at that. She'd dig into what factors influenced that change - was it the new process that was put in place, an influx of new staff who were slower, or the system upgrade from two weeks ago?
Historical Context:
She maintained detailed commentary alongside her data, tracking trends over time and noting external factors that influenced performance. Her reports didn't just show this month's numbers - they showed how this month compared to the same period last year, and why any differences made sense.
Granular Investigation:
If something didn't add up, she'd break it down to the most detailed level possible. Instead of accepting that "operations costs increased," she'd drill down to understand which specific processes, departments, or time periods drove that increase.
Why?:
Great managers understand that data without context is just numbers on a screen.
Anyone can tell you that operational costs increased 15% last month. But only great managers can explain that it increased because of the new Intake department process. And that it's actually 3% better than the same period last year, and that it should recover to normal levels by next month based on historical patterns and forecasting.
This depth of understanding transforms you from someone who reports problems to someone who provides strategic insights.
The Difference is Strategic Thinking, Not Technical Skills
From watching this Finance Manager work I learnt that the gap between good managers and great managers isn't always about knowing more Excel functions or having better spreadsheet templates.
It's about thinking strategically about how Excel fits into your role as a leader.
Great managers use Excel as a tool for influence, credibility, and strategic impact. They understand that their value comes from insights, not data entry. They build systems that elevate their contribution rather than just completing tasks.
The five skills we've covered are more leadership competencies than Excel techniques:
Speaking everyone's language builds stakeholder trust and buy-in
Automating to elevate frees you to focus on strategic work
Thinking three steps ahead establishes you as a reliable strategic partner
Creating a single source of truth positions you as the data authority
Digging deeper, not wider transforms you from reporter to strategic advisor
Ready to Develop These Skills in Your Organisation?
If you recognise the difference these skills could make in your team's effectiveness, let's explore how to develop them systematically.
I offer a free "Let's Explore" consultation where we'll discuss your current Excel challenges and identify which of these strategic skills would have the biggest impact on your team's performance. No obligation, no sales pitch – just 30 minutes of practical advice tailored to your specific management needs.
Because great managers aren't born – they're developed. And the right Excel skills can be the foundation for that development.
Ready to move from good to great?
Email: info@OfficeMango.co.uk
Book directly: Let's Explore Consultation
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