Middle management is a difficult place to occupy. It is often the place where careers are either broken or made. In fact, many business professionals find middle management roles more difficult than entry level or senior level management positions. The middle manager is not really in charge of setting direction and whatever direction is set must be done by working through others. It makes perfect sense why this role is difficult! Being a middle manager is difficult, but it is not an impossible role, however.
The first step a middle manager must take to be effective is to understand that this role requires more emphasis on other skills than the manager has used at the entry level. Specifically, the technical skills that were instrumental in her promotion are less important to her at this higher level. She must excel in her interpersonal and big picture (conceptual) skills to succeed. Her communication, judgment, conflict resolution, decision making, delegation, planning, and analytical skills are more important at this level than her technical skills. Her success as a middle manager is tied to her ability to influence and collaborate with others at all levels of the organization. If she tries to get by on her superior technical skills alone, she will set herself up for failure.
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The second step a middle manager must take to be effective is to improve his interpersonal and conceptual skills. Unless this area is addressed, he will lack the proper planning, problem solving, analytical, and judgment skills to work at this level in the organization. The best methods for improving interpersonal and conceptual skills are continuing education and mentorship. Taking high quality management seminars, attending quality internal training, doing volunteer work, and joining a professional association are all viable continuing education methods. The middle manager should also find a mentor whom he respects to serve as a resource to him. Many times making the request of a higher level manager who has shown interest in his success is all that it takes. This individual should not be his boss, however. Boss and mentor roles can conflict!
The third step a middle manager must take to be effective is to find reliable sources for ongoing feedback on her performance. A 360 degree review is preferable. The key is to identify individuals who will provide the manager with honest feedback and who do not have their own political agenda. Peers with whom the manager has an effective relationship are a source. Her boss is always a source of feedback. Of course, the better the relationship with her boss, the better the feedback is generally.
Often, the best source of feedback for a middle manager is the managers she directs, however. This does not happen easily. First, she must create a no-penalty environment where her direct reports are free to give feedback to her. This means she must be prepared to hear some frank feedback from her direct reports, act on it appropriately without emotion, and not penalize her managers for what they had to say. After several instances of this behavior, the middle manager will start building credibility with her managers. She will find they appreciate her giving them a voice in the operations. And, her direct reports will likely begin to look out for her best interests as well.
The first level manager who is promoted to a middle manager must realize that the skills that brought him success in his former role are less critical at this higher level. Next, through education and mentorship, he must develop his interpersonal and conceptual skills which are more critical to his success. Finally, the middle manager must embrace 360 degree feedback. By taking these three steps, the middle manager can improve his chances of being successful in this difficult role.
Management - How to Conquer the Difficult Job of Middle Manager
Robert Tanner is President of Business Consulting Solutions LLC, the author of Why Smart People Fail at Management, and an Adjunct Professor of Management. He provides training and development, managerial and organizational assessments, and management coaching services. With over 20 years of management experience, Robert is a seasoned business practitioner. His clients include Fortune 100 firms, start-up firms, and public agencies.
He is a frequent seminar trainer on management and leadership and was featured in Smart Business Magazine. Robert is professionally certified to administer a variety of behavioral and psychological type assessments including Myers Briggs Type Indicator™ (MBTI®) and Fundamental Interpersonal Relations Orientation-Behavior™ (FIRO-B®). If you enjoyed this article, visit the Management is a Journey blog
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