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How Middle Managers are Key to Company Success

Written by: Bernie Schmidt

Article Overview: In hierarchal organizations, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy's goals. The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss. In fact, how the middle manager responds on a moment-by-moment basis is more impactful to a strategy's success (and an organization's cohesion) than the communication of the plan in the first place.

How Middle Managers are Key to Company Success

In hierarchal organizations, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy's goals.

The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss.

In fact, how the middle manager responds on a moment-by-moment basis is more impactful to a strategy's success (and an organization's cohesion) than the communication of the plan in the first place. Planning the work is always easier than working the plan.

Thinking strategically uses different thought processes than acting tactically. Conceptualizing, "blue skying"-type, mental activities are best when uncoupled from time-deprived, in-your-face/in the moment situations. Yet it's easier, because of the constant sensory stimuli of aural, visual and kinestetic activity in minute-by-minute office life (meetings, phone calls, emails, instant messaging, expectations of immediate response from the sender) to stay in the mental state more suited for tactical response.

What can upper management do to ensure the middle manager is equipped to respond appropriately to strategic challenges?

1) Ensure the Manager is aligned at a personal/professional level with the company strategy.

Beyond monetary compensation, if the manager sees opportunity for skills development in pursuing the plan's objectives, then there is more chance for a strategy-aligned response during "in the moment" situations as the manager is now personally invested in the plan's success.

2) Ensure the Manager is equipped with the basic business life skills:

- Time Mastery. We all have the same amount of time available to us in the pursuit of goals. "Time management" is a misnomer. What is more important is time mastery, the ability to identify and stay focussed on priorities and invest available time accordingly.

- Ability to Delegate. How to work smarter and effectively means managers need to revisit behaviours that got them promoted in the first place - the behaviours that helped them get to this plateau of their careers (examples being resident technology expert, knowing every detail, creating every report etc) may not be the skills to successfully cope with expanded responsibilities. Delegation is key.

- Effective Communciations. How to understand the needs of others and clearly articulate your needs and expectations, and to do so in a created space that is non-threatening and supportive of sharing information, is the foundation of trust and the bedrock of a successful organization.

3) The Manager has a Coach.

Whether the Manager's boss fills the role, or a professional coach is brought in to complement the boss's efforts, the Manager needs a regularly scheduled opportunity to be lifted up above the fray, thoughtfully look at the frenetic work landscape and his/her role in it, and how they can better contribute, both to their organization and to themselves and their loved ones. It's in those moments of reflection that personal and professional breakthroughs can be made, for the betterment of all.

In these turbulent times, highly-valued managers are likely to stay with their current employer if their three needs of fair compensation, company culture and personal challenge are realized.

A company who pays attention to ensuring their middle management team is aligned to goals, equipped with key skills and has the regular opportunity to expand perspective, now has a team of managers better positioned to help the company achieve its strategy.

(c) 2009 bernie schmidt. Article may be copied with attribution

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Article Tags: amount of time, business life, cohesion, company strategy, middle managers, misnomer, moment basis, moment by moment, monetary compensation, professional level, senior managers, sensory stimuli, strategic intent, subordinates, tactical implementation, tactical response, thought processes, time management, time mastery, upper management
Referred by: http://www.TheBreakthroughCoach.com



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