Middle Managers: Your Undiscovered Ace in the Hole?
Middle managers: they’re beleaguered. Maligned. Miscast. But new research reveals the clear competitive advantage the best middle managers bring—and the vital role they stand to play in the future of work.
Misadventures in middle management pervade business lore. The role of middle managers often garners disdain, viewed as bureaucratic and obstructionist, yet their significance in shaping organizational health and performance cannot be overstated. As the nature of work continues to evolve, middle managers' crucial role grows ever more pivotal. This is the central argument of "Power to the Middle: Why Managers Hold the Keys to the Future of Work" (Harvard Business Review Press, July 2023), a transformative new book that invites us to rethink our perceptions of middle management.
Dissecting the Stereotype
The image that springs to mind when we think of middle management is typically unflattering - an individual forever on the verge of a breakdown, juggling the demands of their superior, their subordinates, and their organization. However, this stereotype does not do justice to the true role of middle managers. These are individuals who serve as vital bridges, translating top-down visions into reality while managing the needs and aspirations of their subordinates. Middle managers are, in essence, people leaders - an aspect often overlooked and undervalued.
The Power of Effective Management
Effective middle management goes beyond supervising day-to-day tasks. These managers, situated between the frontline and the CEO, have a substantial influence on their teams' experiences. The real power of middle management lies in its potential to drive action and effect change. Middle managers who lead and inspire their teams, turning visions into realities, are, as the book argues, talent magnets. These managers not only attract high performers but foster their growth, nurturing them into brighter stars.
A telling example illustrates this point. Two managers in the same business unit were tasked with implementing a "back to the office" policy. The first manager, a technical expert, passed the order down without questioning it, whereas the second manager, understanding her team's needs and constraints, adopted a flexible approach, focusing on outcomes rather than mere compliance. It came as no surprise that employees preferred to work under the second manager.
The Administrative Quagmire
Middle managers often find themselves saddled with an inordinate amount of administrative work. Rather than focusing on strategic planning, they are consumed by tactical and operational planning, which involves endless reporting, meetings, and paperwork. This emphasis on "administrivia" detracts from their core role of employee development.
One instance of a healthcare organization illustrates this predicament. Middle managers there were overwhelmed by over 300 requests from headquarters weekly. The company eventually realized the need to refocus on the manager's perspective, which resulted in the elimination of several unnecessary administrative tasks.
The Pitfall of the Player-Coach Model
Organizations often resort to the "player-coach model", where individuals are simultaneously tasked with leading a team and fulfilling individual-contributor responsibilities. While this model may work well in small teams or areas requiring specific expertise, it begins to falter when the individual responsibilities consume more than half of the manager's time. There simply isn't enough time to effectively manage a team and complete their own tasks. This problem is exacerbated when individuals are promoted to managerial positions based on their technical prowess, often ignoring their leadership skills or desire to lead.
Consequently, organizations need to separate the two tracks for promotion: one for expertise and the other for people management skills. This would allow organizations to nurture emerging leaders and determine who genuinely wishes to manage people.
The Importance of Feedback
Feedback is a critical managerial responsibility. It is key to employees' growth and the overall performance of the organization. However, giving and receiving feedback effectively is a skill that remains underdeveloped in many organizations. Managers need to be proactive in removing roadblocks for their employees, challenging them to achieve more, and providing feedback to help them improve. It is equally important for employees to learn how to receive and act on feedback.
A Shift in Perspective
Senior leaders' lack of focus on the development of their middle managers is one of the major challenges facing organizations. They often fail to appreciate the impact of managers' role in talent development. However, there seems to be a growing recognition of this issue among leaders. Leaders are now asking how they can empower managers and are beginning to invest in their development. They are realizing the need to clear communication channels between senior leadership and management to ensure alignment and progress.
In the end, "Power to the Middle" forces us to reexamine our assumptions about middle management. Middle managers are neither obstructionist bureaucrats nor superfluous cogs in the corporate machinery. Instead, they are crucial catalysts for change, bridging the gap between top-level strategy and frontline execution. In the changing landscape of work, empowering the middle could be the key to unlocking organizational success.
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