What can we do to better support middle managers?
Middle managers have the hardest job in the whole company. No, really. They are the conduit between the executives and the workers, constantly balancing the organization’s vision and direction with the tactical needs of the people who do the things that keep the place running. Without them, delivery of value grinds to a halt while the organization waits for information and direction.
It ironic, then, that we spend so little in the way of time and resources on developing leadership skills in our middle managers. When they’re doing their job right, they spend their entire day engaging in difficult conversations, providing and receiving feedback, and understanding and communicating complex and delicate topics. And even when they take it upon themselves to learn these things on their own, they typically hit a “ceiling” at the executive level, where they are instructed to spend less time on these critical tasks and more on commanding and controlling their teams.
So what can we do to better prepare middle managers for the very real struggles that they face in these roles? How can we shift corporate cultures to not only tolerate, but celebrate, people with these valuable skills?
What have you seen that works? What would you like to try? What’s your first step? And when will you start?
Inspiration video: https://youtu.be/C0W4H6jMLKg?si=hBfzPCnsc2kqS0k9
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