Middle managers are inextricably involved in the core activities of any organisation, and play a critical role in its success
Why is it important?
Middle managers are inextricably involved in the core activities of any organisation, and play a critical role in its success.
They need to build networks, exert influence both up and down, problem-solve, communicate effectively and deliver, to stop the wheels of the organisation grinding to a halt. All of this demands strong leadership capabilities.
However, a survey of 500 middle managers by global HR consultancy DDI, called Leading on the Fault Line, found that some managers spend as much as 60 PER CENT of their time ‘producing’, leaving insufficient time for leadership.
“If you’ve not made the transition from ‘doing’to ‘leading’ in your first management promotion, you’ll come badly unstuck when you move up another level,” says Lucy McGee, director at DDI.
Where do I start?
If you are a recently promoted middle manager, you are likely to come under constant scrutiny from senior management and subordinates. They will be making judgments, and you will need to prove to them that the appointment was well-advised and that you can add value.
Focus on helping your charges build their own ‘bigger picture’ skills, such as planning, understanding the organisation’s strategy, and partnering across teams, so they can create a shared sense of purpose.
One in four employees in DDI’s Fault Linereport said they rarely receive the level of support they need from their manager, while one-third feel their manager doesn’t consider ‘managing’ to be an important part of their job.
What makes them tick?
Spend time getting to know each team member’s personal aspirations, strengths and development needs, particularly relating to their effectiveness as first level managers. Then set up expert coaching programs.
“Setting expectations and reviewing performance is critical,” says McGee. “So too is the ability to navigate the organisation effectively, or representing the interests of your team becomes increasingly difficult. This means acquiring political acumen and honing communication skills.”
Know your stuff
Fully grasp your company’s business aims, strategy and commercial agenda and know how these apply to your department or team. The more familiar you are with the power and influence structures within the organisation, how the organisation works – and where it doesn’t – the more able you will be to sidestep daily tribulations. If the company’s values do not resonate with yours, move on.
Control your development
No doubt you will have grabbed every possible learning opportunity since your first position in charge, but to stay ahead of the game you will need to redouble your efforts. Engage management support for a tailored development program that will take you to the next level: detail the activities and people who could help accelerate your learning. Also closely observe and copy what you see achieves results for others.
Network regularly
More than a third of middle managers complain of feeling isolated in their role, according to the Fault Line report. “The increased responsibility means you can lose the camaraderie that made work enjoyable,” says McGee. And seven in 10 say they do not agree with all the initiatives they are charged with implementing, yet must mobilise others to execute them.
Network regularly with peer groups to hear different perspectives on the issues you’re dealing with, to help you ride out the tough times and celebrate your successes en route.
For more information
Books
People Management: Managers in the Middle. Harvard Business School Press, ISBN 0875842704
Report: Leading from the Fault Line, First line and middle managers under pressure: bracing your organisation to cope
Website
www.ddiworld.com
By Scott Beagrie. Courtesy of Personnel Today magazine. www.personneltoday.com.
