In a rare up-beat moment the deputy Director of a large complex organisation enthused that it was,”middle managers who made this organisation work”. As a middle manager myself at the time I was pleased but surprised. Surprised because senior managers were know to be of the opinion that middle managers were a hand break on the change agenda and often suspected of cynicism.
I suppose both views recognise the role of this group in executing plans, spreading the vision and changing the way things are done. Which is why an onboard middle manager group can be an organisations, often unrecognised , secret weapon and a disillusioned, cynical group of middle managers can be an organisations Achilles heal.
All middle managers are not all the same. Every organisation has a group of middle managers who are dynamic, ambitious and on their way up. The challenge is to provide them with opportunities and keep them interested, whilst you still have them. There is another group made up of the over promoted, uncomfortable with being between two stools, who have been in post years , become cynical and disillusioned.
They are coasting but hard to move on. A third group competent, positive and not interested in promotion. Often with commitments outside of work their aim is to maintain a good work /life balance. They defiantly do not sign up to the long hours culture, tend not to put themselves forward for training opportunities, projects or working groups despite their experience and obvious ability.
Middle managers make the organisation run smoothly or make for a bumpy ride. They either own decisions made by senior management or they say,” senior managers have decided” as in don’t blame me I’m just the messenger. They have a key role in messages going up and down the organisation. If senior managers are out of touch then a large share of the responsibility must fall on middle managers for being unwilling to past on bad news or giving over optimistic reports.
But the role of middle managers is not traditionally valued. Management reorganisations and the desire for flatter structures is often at the expense of middle management posts. The result is often fewer of them but more expected from them. Combined with the awkwardness of having a foot in both camps during a period of transformation creates pressures which often go unrecognised as the focus is on the front line.
So how does an organisation ensure middle managers are their secret weapon not their Achilles heal? Accommodate the needs of the middle managers who can’t , “be in early and stay late” so that the organisation can tap into their competence, professionalism and positivity. Make it easier for them to be part of corporate working groups and freed up to get involved in projects by making it clear this does not involve extra work or longer hours. If necessary help them delegate and use acting up arrangements to creat space.
Don’t give up on the cynics and those coasting because even small changes in their behaviour could make all the difference to how others experience the organisations. They have been around along time, witnessed a lot of initiatives and a steady churn of senior managers so they do know where things have gone wrong in the past.
They need to feel they are being listened to and that they have something of value to contribute if they are to be reengaged. This is the group senior manager should spend more time with not less. Make them feel important. Show your prepared to invest in them through executive coaching, learning sets and mentoring an area traditionally accessed by the high flyers who will soar anyway. Value your middle managers and despite budget pressures invest in them and they will make the difference.
