ON LEADERSHIP: Organizations tend to break in the middle

Middle managers just might have the hardest job in any organization. They often find themselves in a precarious position of navigating the delicate terrain between top-level executives and the workforce.  They are the link holding the organization structure together, balancing the demands and expectations of those both above and below them. Yet, top executives often underestimate the complexity and challenges facing their middle managers. And when middle managers don’t have the support they need, that is where organizations will break.

Managing Up

Middle managers are tasked with the responsibility of translating executive visions into actionable plans.  This means they must champion strategic goals, uphold company values, and ensure alignment with the broader organizational mission. However, executives’ expectations can be demanding and ever-changing, forcing middle managers to juggle multiple priorities simultaneously.

Managing Down

On the flip side, middle managers must be the voice of reason and empathy for their teams. They are often the first point of contact for employees seeking guidance, support, or resolution to workplace issues. You want them to be able to solve most of these issues when they occur. To be successful, this requires a unique and complex skill set.

The Many Mid-Manager Roles

In his book “Leading From The Middle,” author and speaker Scott Mautz lists 21 roles which middle managers must master:

• Translator  — receiving information from above and ensuring everyone below understands.

• Converter — taking that information and converting it into solid business plans and tactics.

• Strategist — being close to customer and market feedback requires strategizing how it may impact the business.

• Catalyst — making things happen.

• Designer — designing structures and processes.

• Implementor — sometimes just implementing someone else’s strategy or plan.

• Decision Maker —  deciding on the maximum number of things that make the biggest impact.

• Resource Allocator —  deciding how to focus employees and budgets.

• Synthesizer — carefully processing the most important information and using it to trigger action.

• Intrapreneur — taking initiative to advance innovation within the company.

• Bridge Builder — making connections up, down and across the organization.

• Framer — providing context.

• Sense Maker — connecting employees with the meaning in their work.

• Champion — championing ideas and helping them to fruition.

• Facilitator — controlling the flow to avoid bottlenecks.

• Buffer — scrubbing and filtering messages from others before passing them on.

• Straddler — balancing the long-term objectives with short-term goals

• Accountability Czar — acting like an owner and holding themself accountable first.

• Communicator — sharing and explaining.

• Coach — devoting time to developing the team.

• Team Builder — creating a “we” versus “me” culture.

Middle management is not an easy job. How many of the above skills have you helped to develop in your mid-management team?

We’ve all heard how employees leave managers not companies. If you want a strong workforce, pay attention to the glue that holds everything together  —  your middle managers. Provide them with the clarity they need to truly understand your strategies, goals, objectives, and the why of what’s important. They aren’t mind readers, so be sure to communicate, communicate, communicate.

In recognizing the hard job of middle managers, it’s essential for organizations to invest in their development, give them the necessary tools and resources, and offer support to help them thrive in this challenging and critically important role.

Joni S. Naugle is the founder and president of Naugle Associates LLC, Reading, where she works with clients on leadership, strategy and organizational effectiveness. She leads executive peer groups through an alliance with Vistage Worldwide.