Middle managers are often the backbone of an organization, acting as the intermediary between upper management and junior-level employees by managing the flow of communication to facilitate growth and productivity. They are a bridge, and when the middle crumbles, the whole structure collapses. Below is a discussion of the vital skills often overlooked and underappreciated in middle managers, as well as how employers can help foster these skills.
- Willingness to Perform the Uncelebrated Work
Manager are entrusted with many responsibilities which include delegating tasks among team members, mediating conflicts, and ensuring operations run successfully. While these may seem like mundane, repetitive tasks, New York Times’s David Brooks has referred to managers as having an “absence of a heroic sense.” They are the ones who can lead an organization to success. Responsibilities that are not seen as glamorous or exciting need to be completed by someone, and often, those tasks are the responsibility of a middle manager. An exceptional middle manager avoids “showboating” and completes ordinary tasks without the expectation of empty praise.
- The Vigilant Eye
David Brooks also considers that an ethical middle manager is hyperattentive. A middle manager pays attention and offers insightful and effective feedback based on their close observations. Since employers often cannot meet with every hired employee, relying on a middle manager to provide insight into the staff’s strengths and weaknesses ensures that the employer stays informed and attentive to their organization.
- Emphasize the Importance of Documenting
Documenting is often an employer’s lifeline since it can show compliance with workplace policies, and federal and state laws. To ensure adequate documentation is compiled, employers can encourage their middle managers to document the facts of an events while they are still fresh in their memory.
Middle managers are responsible for the day-to-day operations of the job. This means middle managers are “on the ground” and have firsthand knowledge of what is going on within the organization – they are the eyes and ears of the employer. With these firsthand observations also comes the ability to accurately provide an account of employee disciplinary issues, performance problems, or any other event that may require documentation.
- Playing the Role of Coach and Counselor.
Middle managers can sympathize with the burdens and needs of upper-management and junior-level employees, thus making them the ideal candidates to play the role of coach and counselor. As coaches, managers focus on the future and are oriented towards solutions. Strong managers are outcome-driven and guide employees to discover their own answers rather than offering direct advice.
As counselors, managers also focus on the past and are driven by addressing specific challenges or issues. They provide advice, recommendations, directives, and solutions to address and resolve problems through open communication.
- Clarify Expectations
Middle managers need a clear understanding of the goals set by employers. This may require the manager to continuously check in with the employer to discuss expectations and objectives that need accomplishment. A strong middle manager translates these expectations to their team members and set goals that contribute to the organization’s success. Employers can consider outlining the specific outcomes they would like to see, the timeline to achieve those goals, and the means that should be employed to reach these targets.
Takeaway
Middle managers are critical in bridging the gap between upper management and junior-level employees. Their ability to clarify expectations, tackle uncelebrated tasks, and serve as both coaches and counselors are essential for fostering a productive and cohesive work environment. By recognizing and valuing these contributions, employers can empower their middle managers, ultimately enhancing communication, improving employee satisfaction, and driving organizational success and resilience.