There is much talk about the role of middle managers and the part they play in the ever-evolving world of organisational development. Here we look at the skills and abilities you need to be thought of as the consummate modern middle manager, and roles and responsibilities that come along with this status.
Understand and interpret organisational strategy
In order to act as interpreter and executor of organisational strategy, you as a modern manager are required not only to
understand the strategy, but also need to think and speak in strategic terms. You should adopt the language of your
senior managers and be clear about how operational aspects contribute to organisational success. By using the correct
words and terms for organisational activities, you will be able to convey consistent messages that demonstrate your own
understanding and promote consistency. This means that you should understand:
how and why the organisation is structured
the roles and function of each department or division
your own key deliverables or objectives
Managers should also be aware of the environment their organisation operates in, where external threats are likely to
impact, and the opportunities the organisation intends to exploit. Therefore, understanding the bigger picture is the key to
effective operational management. If you are equipped with this type of knowledge you will be more able to appraise
options and, therefore, make better-informed decisions.
Once armed with the knowledge and tools to help others understand their part in the overall plan, you can make a more
valuable and relevant contribution to organisational performance.
Act as a change agent
Change is now a constant in most organisations, but it can still be unsettling and disruptive. Managers can play a key role
in helping staff understand the reasons for change, adapt to new working practices and cope with uncertainties. You can
only do this effectively if you yourself fully understand the need for change and have been part of the planning process.
Skilled change agents have excellent leadership skills. They lead by example, and are proactive and positive about
improvements and development initiatives. They are talent coaches and are sensitive to individual needs, offering
support, encouragement and reassurance as appropriate. Getting buy-in from staff is crucial for strategic change
projects, and as a manager you are well placed to seek and nurture this. In the early stages of planning change, you will
be able to represent staff views and their needs. You will be able to flag up potential issues before they arise and plan
contingencies around any disengagement
Proficient communicator
Rather than simply being a means of conveying messages from the top of the organisation to the bottom, you have many
other communication responsibilities. Your unique position in the middle of the organisation enables you to filter and edit
messages. This can make you enormously powerful and you will, therefore, need to exercise this power with care.
Effective managers act as early warning systems and are adept at positioning messages and requesting information
based on what they hear and see. For example, a timely mention to the senior team that news about the forthcoming
salary review is overdue may prevent a potentially serious morale crisis.
Middle managers find themselves in all sorts of situations where strong communication skills are vital. You will regularly
have to play the part of negotiator, facilitator, conflict manager and director. You will need to be a good listener, fair trader,
and be consultative and authoritative. However, your real talent will be in your ability to apply the right style at the right
time to achieve the right result. It’s not easy, but it is achievable.
Develop core competencies
An organisation’s competitive advantage comes from its core competencies. That is, the things an organisation does that
are superior to those of its competitors, e.g. the ability to design innovative products or the ability to produce high quality
goods at a very low cost. Developing, maintaining and enhancing core competencies are the primary responsibilities of
the management team. Therefore, ensuring that systems, processes, policies and people all align to support and
underpin the development of core competencies is of utmost importance. You, therefore, need to be empowered to make
underpin the development of core competencies is of utmost importance. You, therefore, need to be empowered to make
changes to anything that becomes a barrier to achieving organisational success.
Making sure that the workforce has the necessary skills, experience, knowledge and expertise to do their jobs proficiently
is the foundation of building core competencies. In order to do this, you need to be able to appraise performance, identify
development needs and source opportunities for individuals to exercise and realise their full potential.
Maximise performance potential
A truly effective manager will maintain a focus on outputs at all times as their primary role is to make sure the front line
delivers. As a professional manager you will not, most likely, be part of that front line but will be the team monitor,
evaluator, improver, motivator, change agent and problem solver. You will be truly customer focused and instil this mindset
into those on the front line by rewarding good results and successes.
Looking for ways of getting the most out of systems and people should be a passion for you. And, with an open line of
communication to the senior management team, you should enjoy bringing new ideas and propositions for improvements
to the table.
Facilitate knowledge sharing
It is known that knowledge is power and in organisations where knowledge is shared and easily accessible, performance
is higher than in places where individuals work in isolation and organisational expertise is lost when people leave. You
should look at how, where and by whom knowledge is accumulated. You should develop ways of capturing and sharing
knowledge in order that the organisation benefits from it and risks concerning the loss of it are reduced. Simple initiatives
such as post-project reviews, working in pairs or teams and simple data capture systems can help create a knowledge
sharing culture.
Provide expertise
Many individuals will have become managers through promotion from the front line. It is likely that you were selected for
the position because you possess valuable skills, knowledge and expertise in specific areas. In certain industries, it’s
necessary to employ managers who are subject matter experts as their knowledge and experience is fundamental to the
effective operation of the department or function, e.g. scientists, police officers, engineers, etc.
However, many other people are given management positions because they possess certain talents that enable them to
solve problems, make decisions and get the best out of other people.
Generalist managers tend to be able to manage
teams and functions in a wide variety of industries and sectors. If you fall into this category, you may not necessarily be a
subject matter expert but a facilitator of performance. Your expertise will come from your ability to build effective working
relationships.
Lead by example
Underpinning every aspect of a manager’s role is the ability to lead, i.e. influence others. As a role model within the
organisation, a manager holds one of the most influential positions. You are exposed to staff, and possibly customers and
suppliers, on a daily basis and as such should be an advocate and representative of the organisation. It is, therefore,
essential that you work and behave in line with organisational values and set standards that encourage others to do the
same. If a manager doesn’t know, understand and believe in their organisation’s vision, they will be ill equipped to provide
truly inspirational and motivational leadership.
See more: Middle Managers