Many would agree that it is hard to see the term “Middle Managers” (MMs) without it evoking a less than positive image. One of mediocrity, plateaued skills and careers, maintenance of the status quo, a lack of dynamism etc., come to mind. The type of manager who typically falls into this (as some would say unfairly represented) group might include division, plant, departmental managers. These all might be MMs but it is self-evident that even these descriptions here are vague.
The blurred picture is often, in practice, a function of the size and complexity of the business. Attempts to instil clarity are equally unsatisfactory but “MMs” seem to be those who are senior enough and authorised to talk on behalf of the business (or function or level) as distinct from line managers closer to day-to-day supervisory levels and the front line i.e., they are “in the middle”. So why then did a recent New York Times article refer to the “quiet magic” of MMs? (Gamelin, 2024)
These groups have it tough. Typical gripes include the big issues such as aligning MMs on addressing meaningful operational efficiencies and value creation and not business as usual.
Also included are the problems in not being able to drive the bigger picture while not necessarily directly managing the front line (i.e., by definition they are in the middle).
This latter point is important, because of the limited span of control MMs might have and the impact of potentially problematical communication realities of being caught between levels. To some, the more mundane problems also include just having too many meetings, for example.
Managing Career Expectations
Managing career expectations is a challenge too, since many businesses no longer have traditional ladders to climb. These issues are typically brought into focus by the two classic transition points that any manager faces.
One concerns the change from being an individual contributor to manager i.e., diluting the skills that got the person to that role and replacing them with front line management skills.
The second is at the other end of the MMs structure in the similar move to more senior leadership. Clearly the mix of “doing versus managing” is different in smaller businesses than larger organisations but they are there just the same.
Delivering whatever the challenge
We all recognise the that the most valuable individual at any level is the one who can turn their hand to anything i.e., those, who, whatever the situation or challenge, seem to have that knack of coming good and delivering.
A recent view by McKinsey highlighted the need to get the balance right in five key areas that look applicable to making the most of your MMs (Lasa et al. 2024).
- Reimaging work focussing on the value-added elements.
- As they call it “getting comfortable with discomfort” by establishing change and improvement as the norm.
- Leading within high ambiguity and overcoming the lack of confidence in the unknown.
- Addressing dis or unaligned engagement by getting MMs to “be there” for the right reasons.
- Establishing a sense of purpose and thereby instilling a “reason for being”
In order to make the most of MMs there is any number of lists around, the contents of which typically are had to disagree with. However, there looks like several recurrent themes and “takeaways” that could be applied in most businesses (Jaser 2021).
- Getting the talent management system right. Good talent management even if simple is necessary to identify who you need to win over i.e., who in the MMs cohort truly are of critical value.
- Hiring and keeping the right people.
- Focusing development that will give the business the highest return rate.
- Running effective accountability mechanisms and ensuring there is no hiding.
- Investing more in the HR function (especially in SMEs).
A good starting point for all of this is casting a critical eye over the four key elements of performance management that you might not be implementing as effectively as possible (i.e., goal setting, review, development, reward).
In summary, it looks like the “quiet magic” is there for the taking and asking questions such as what we have got, where is current value, what could our MMs do that they may not have the opportunity to show etc., all look like sound questions to start the process.
Bibliography
Jaser, “The real value of middle managers” Harvard Business Review, June 2021.
Lasa et al., “Performance management systems that put people first, McKinsey Insights, May 2024.
Gamlen, “The quiet magic of middle managers”, New York Times, April 2024.
About The Author
Dr. Steve Sloan is an acknowledged leadership expert and consultant who has over 20 years’ experience advising clients globally.
He can be contacted via email or by calling 07585 548420
