1 TheUnique Challengesof ThoseWhoLead fromtheMiddle
Atonepoint,anymid-levelmanagerwhoworkedfortheLegocompanyhadthesetofdirectivesinFigure1.1hangingontheiroffice orcubiclewall.1
Themiddleismessy,fullofcontradictionsandopposingagendas,and couldn’tbemorecriticalforacompany’ssuccess.
Andit’syou.Thosewholeadfromthemessymiddleworkinspots higherorlowerintheorganization,fromVicePresidents,General Managers,andDirectorstoSales,Marketing,andDesignManagers, andmanymore.Theyhaveabossandareaboss,atanylevel.It’s anyonewhohastoleadup,down,andacrossanorganization.
Don’tbefooledbytheoldDilbertcartoonsor Office reruns. Thosewholeadfromthemiddle,let’susetheoften-derogatory term“middlemanagement”foramoment,aren’tthego-nowhere, has-been,mediocrebureaucratsthatblockprogressaspopularized inpopculture.They’retheonesthatlovewhattheydo(mostly)and whosepassionandtalentsmakethecompanyhum.Theyaccountfor
Lead…and keep yourself in the background.
Build a close relationship with staff…and keep a suitable distance.
Trust your staff…and keep an eye on them
Be tolerant…and know how you want things to function.
Keep your department’s goals in mind…and be loyal to the whole firm.
Do a good job of planning your time…and be flexible with your schedule.
Freely express your view…and be diplomatic.
Be a visionary…and keep your feet on the ground.
Try to win consensus…and be decisive.
Be dynamic…and be reflective.
Be sure of yourself…and be humble.
Figure1.1LegoDirectives
Source:AdaptedfromP.Evans,“Management21C,”Chapter5,FinancialTimes, PrenticeHall(2000),in“EmergingLeadership:AHandbookforMiddleManager Development”(IDeA).
22.3percentofthevariationinrevenueinanorganization,morethan threetimesthatattributedtothosespecificallyininnovationroles, accordingtoWhartonresearch.2 Afive-yearstudyfromStanfordand Utahuniversitiesfoundthatreplacingapoormiddlemanagerwith agoodoneboostedproductivity12percent,morethanaddingan incrementalworkertoateam.3
Thoseleadingfromthemiddlearethekeytoemployeeengagement.Theyinteractwiththelargestpartoftheorganizationandhave themostdirectimpactonattractingandretainingtalent.Infact, researchshowsthatemployeeswhohavestrongmiddleleadersare20 percentlesslikelytoquittheirjobifofferedmoremoneyfromanother
TheUniqueChallengesofThoseWhoLeadfromtheMiddle3 company.4 TheBostonConsultingGroupdefinedmid-levelmanagers as“vitaltosuccess,”accordingtotheirmassivesurveyofexecutives spanning100countriesthatfoundnearlytwo-thirdsofrespondents saidmiddlemanagersweremorecriticalthantopmanagers.5
Whetheryouleadfromtheuppermiddle,mid-middle,orway lowermiddle,ifyouhaveabossandareaboss,ifyouleadup,down, andacrossanorganization,takeprideinyourcareer-makingposition. Andknowthebestrealizethatbeinginapositioninthemiddle doesn’tmeanbeingstuckinthemiddle.
Itmeansachancetolead.
MartyLyons,legendaryformerplayerandlongtimeradio announcerfortheNewYorkJetsfootballteam,wouldknow.Lyons playedfortheJetsfortwelveseasonsandledfromthemessymiddle. Literally.
LyonswasamiddlelinemansandwichedinbetweenoutsidelinemenMarkGastineauandJoeKlecko,whoalongwithAbdulSalaam, madeupthefamous“NewYorkSackExchange,”agroupthatledthe NFLinsacksthreetimesbetween1981and1984.6 Lyonstoldmeon leadingfromthemiddle,“Youhavetoknowandembracewhereyou areandrealizethatbeinginthemiddleisablessing.Itmeansyouhave theopportunitytoleadinalldirections.”
Lyonsknewthathisroleasthemiddlelinemanwastolockupthe guysontheopposingfrontlinesothatthespeedyoutsidelinemen GastineauandKleckocouldgettheedgeinrushingthequarterback. Hewantedtoleadfromthemessymiddlesotheentireteamcould leadonthescoreboard.Lateron,asKlecko,thelockerroomleader, gotolder,Lyonsbegansteppinguptopassionatelyyellandscream andpsychhisfellowplayersupbeforeagame.Beinginthemiddle alwaysmeansthechancetolead,itjustrequiresakeenawarenessand understandingoftheconditionsaroundyou,soyouknowexactly whatactionstotakeatwhattime.
Andlikeinfootball,itrequiresaplaybook.Thisplaybook.
Ofcourse,youdon’truneveryplayinthisbookallatonceandyou mightnotevenusealltheplays.Tosucceedinleadingfromthemiddle,usetherightplayintherightsituationthat’sjustrightforyou.The playswilltakemanyformsofspecificity:examples,frameworks,checklists,pointedadvice,questionstoask,powerfulacronyms,andmuch more.Butbeforeyourunanyplays,let’smakesureyouunderstandthe fieldconditions.
WhyIstheMiddleSoMessy?
Iaskedmorethan3,000managerswholeadup,down,andacrosstheir organizationwhatthemostchallengingthingisabouttheirposition. Nearlythree-quartersofresponseshadtodowiththescopeoftheir responsibility.Withinthatbroad,dauntingscopeliefivecategoriesof uniquedifficultiesthoseleadingfromthemiddleface,capturedinthe acronymSCOPEandillustratedinFigure1.2.
TheUniqueChallengesofThoseWhoLeadfromtheMiddle5
LeadingfromthemessymiddlemeansdealingwithSelf-Identity, Conflict,Omnipotence,Physical,andEmotionalchallenges.Let’s firstspendtimeilluminatingeachofthesedifficulties,theninthenext sectionyou’llgetplaystoovercomeeachone.
Self-Identity
Whenyouleadup,down,andacrossyouwearmorehatsthanyou cankeeptrackof.Itrequiresconstantmicro-switching,movingfrom oneroletotheother,alldaylong.(I’lltalkmoreabouttheexpanse ofrequiredrolesinthe“RockYourRoles”sectionofthischapter.) Oneminuteyou’readoptingadeferentialstancewithyourboss,the nextyouswitchintoamoreassertivemodewithyourdirectreports, thenintocollaborativemodewithyourpeers.Youmightswitchfrom momentswhereyou’reexperiencingtremendousautonomyanda senseofcontroltomomentswhereyoufeellikeamerecoginagiant wheelwithlotsofresponsibilitybutlittleauthorityandtoolittlesupport.Youmakelotsofdecisionsbutmaybenotthebig,shapingones. Therangeofissuesandresponsibilitiesiseverbroadening,creating stillmoremicro-transitions.Roleswitchingfatigueisexacerbated whenyouhavetoperforminfrontofdifferentlevelsofmanagement ordifferentfunctionswithinonemeetingorwhenyouunexpectedly havetojumpintooneofyourrolesyouweren’tmentallyprepared toplay.
Thenetresultisexhaustion,frustration,andconfusionabout whoyoureallyareandwhatyoushouldbespendingyourtimedoing, whichisfurtherexacerbatedifyou’reworkinginapoorlydefined rolewithunclearexpectationsanduncertaintyabouthowfaryour authorityextends.Andtocapitalloff,allthemicro-transitions thatforceyoutobespreadthincanleaveyoufeelingthatwhile you’recertainlybusy,you’reuncertainoftheimpactyou’rereally having.
Conflict
Whenyou’resurroundedonallsides,it’simpossiblenottoexperience conflict.Buttheleaderinthemiddlehasthedubioushonoroftrying tomanageitall.Therearenaturaltensionsintheroleandpressurethat comesfromallsides.Yourbosscajoles,youremployeesresist,your peerswon’tcollaborate.Youabsorbdiscontentfromallaround.You dealwithconflictingagendas,conflictsofinterest,andinterpersonal conflicts.Ifyouhearthemantra“morewithless”onemoretime, youmightmoreorlessloseit,desperatelywantingtocounterwith “Howaboutwedomorewithmoreforonce?!”You’reinundatedwith thebusyworkthatcomesfrombeinginthemiddleandbeingtied toprocessesandsystemsandyetyou’resubjecttothetime-sucking whimsofyourchainofcommand.
Youconstantlymaketrade-offsrelativetoexpectationsand reconcileprioritieswiththecapacityandtalentyouhavetodothe work.You’rerewardedforgreatworkwithmoreunexpectedwork. You’reconstantlyputtingoutfiresbutareexpectedtoconsistentlyput upthenumbers.Youmustfiercelycompeteforandflawlesslyallocate resourceswhilefendingoffthosewhowantmoreresourcesfromyou. Youdisagreewithordidn’thaveasayinsomeofthebiggestdecisions fromaboveandyethavetorespondtoalackofunderstandingand agreementtothedirectionfrombelow.
MaryGalloway,anIndustrialandOrganizationalPsychologist andfacultymemberoftheJackWelchManagementInstitute,told me,“Middlemanagersarelikethemiddlechildofanorganization, oftenneglectedbyseniormanagersandblamedbytheirreports. However,they’restillexpectedtobeascharmingastheyoungestand simultaneouslyasresponsibleastheoldest.Weendupwithmiddle childsyndrome,enshroudedinconflict,wantingmoreofasay,and notsurehowtheyfitin.”
TheUniqueChallengesofThoseWhoLeadfromtheMiddle7
Omnipotence
Nooneexpectsfrontline,lower-levelemployeestoknoweverything; they’retooinexperiencedortoonew.Seniormanagersareexcused fromthisstandardbecausetheydon’tneedtoknoweverything,that’s whattheyhavetheirmiddlemanagersfor.Besides,theymakebigbets allday,whichmeansbigmistakes,whichamongseniorleadersare oftenseenasabadgeofhonor.
Sowheredoesthatleavethosewholeadfromthemiddle?Like you’reexpectedtoknoweverything,likeomnipotenceiswritteninto thejobdescription.Youhavetokeeponefootinstrategyandtheother inday-to-dayoperationsandtactics.Youshouldknowyourbusiness insideandoutandknowyourcompetitorsjustaswell.Yourmarket sharetickeddowninPeoria?Youshouldprobablyknowwhy.Youhave toexplainthe what, how,and why anddecide who.Youmustknow howtohandlethechangingnatureofworkwithremotework,global conferencecallsatungodlyhours,andscadsofcontractedworkthe norm.You’reexpectedtoknowhowtogrowothersdespitealackof investmentinyou,andwithouttimetogrowyourself.
Physical
You’veprobablyheardtheterm“monkeyinthemiddle.”Researchers fromManchesterandLiverpoolUniversitystudiedthisexactsubject, spending600hourswatchingfemalemonkeysinthemiddleoftheir hierarchy.7 Theyrecordedtherangeofsocialbehavior,including aggressivebehaviorlikethreats,chases,andslaps,submissivebehaviors likegrimacingandretreating,andnurturingbehaviorslikeembracing andgrooming.Theythenmeasuredfecalmatterfortracesofstress hormones(I’llpassonthatduty).Theydiscoveredthatmonkeysin themiddleoftheirhierarchyexperiencedthemostsocialandphysical
8LEADINGFROMTHEMIDDLE
stressbecausetheydealwiththemostconflict,youguessedit,up, down,andacrosstheirorganization.Thisdirectlycorrespondstowhat researchersfindinthemonkeys’slightlybrightercousins,thehuman beings.Infact,astudyof320,000employeesfoundthatthebottom5 percentintermsofengagementandhappinesslevelsweren’tthepeople withpoorperformanceratingsorthosesonewtheyhadn’tmovedon yetfromanill-fittingjob,butfivetoten-yeartenuredemployeesin mid-levelroleswithgoodperformanceratings.8
Inanotherbig,multi-industrystudy,researchersfromColumbia UniversityandtheUniversityofTorontofoundthatemployees inmid-levelrolesintheirorganizationhadmuchhigherratesof depressionandanxietythanemployeesatthetoporbottomof theorganizationalhierarchy.Infact,18percentofsupervisorsand managersexperiencedsymptomsofdepression(40percentsaid thedepressionderivedfromstress),51percentofmanagerswere “constantlyworried”aboutwork,and43percentsaidthepressure theywereunderwasexcessive.9 EricAnicichoftheUniversityof SouthernCalifornia’sMarshallSchoolofBusinesssaystheconstant micro-transitionsfromfrequentrolechangesarepsychologically challengingtothepointofdetriment.10 Forexample,disengagingina highdeferencetasktoengageinahighassertivenesstaskleadstoeven morestressandanxiety,andahostofrelatedphysicalproblemslike hypertensionandheartdisease.
Emotional
Beinginthemessymiddlemeansdealingwithsomeuniqueemotions. Itcanmeanasenseofalienation,isolation,andloneliness,asbeing inthemiddlemakesithardtoreallybeapartofanyone’sgroup. Employeescanstayatarm’s-length,ascanbosses,andyetthemiddle managerattractsandabsorbsdiscontentfromeveryangle,adding totheemotionaltoll.I’veheardmanyofthosewholeadfromthe middledescribefeelingsofbeingoverworkedandunderappreciated,
TheUniqueChallengesofThoseWhoLeadfromtheMiddle9
expressinggreatfrustrationoverwantingtochangethingsaround thembutbeingunabletodoso,notfeelingliketheycancontrol enoughoftheirdestiny.Nottomentionthatmiddlemanagersare oftenthetargetoflayoffsorcanbedisplacedonthepromotionpathby outsidehires,whichcantakeahugeemotionaltollonone’sself-esteem andsenseoffairnessintheworld.
AReframework
Whilethescope(SCOPE)ofwhatmakesleadingfromthemiddle somessycanfeeldaunting,itdoesn’thaveto.Throughdecadesof researchandexperienceIcansharewithyouaframework,oractuallya reframework,tohelpyoureframethewayyousee,experience,reactto, andultimatelyresolveeachofthespecificdifficultiesoutlined.(We’ll getintotheoverallmindsetrequiredtothriveasaleaderinthemiddle inthenextchapter.)Let’sgothroughtheSCOPEacronymagain,this timearmedwithreorientinginsightstohelpreframeandreshapethe wayyouviewtheinherent,uniquedifficultiesassociatedwithleading fromthemiddle.
Self-Identity
Whileyou’reconstantlyswitchingrolesandchanginghats,influx betweenhigh-powerandlow-powersituations,youridentityisnever actuallyinflux,eventhoughitmightfeellikeit.Anorganizationis likethehumanbody,itneedsahealthy,flexiblecore.Ifyoustrengthen yourmiddle,youstrengthenyourentirebody.Ifyoustrengthenthe middleoftheorganization,youstrengthentheentireorganization. Youarethecore,flexiblecenterandthecenterofstrengthforyour company.Takeprideinthattruth.
Herearesomeotherreframinginsightstohelpyoufullyappreciate yourpivotalplaceintheorganization.
1.Youworknotinanorganizationbutanorganism. Andyou’rethe lifebloodofit.
2.You’retheultimatecatalystfromwhichprogresspulses, theamplifier. We’llcoverthisindepthinChapter3,“TheSkillset forLeadingEffectivelyfromtheMiddle.”
3.You’rethekeeperofthelongandshort-termflame,working on thebusinessand in thebusiness. Thisisauniqueprivilegethat thoseleadingfromthemiddleexperience.
4.You’realighthouseandabeacon,signalingthreatsanddrawing alltowardopportunities. It’sapowerfulduality.Forexample,being inthemiddlemeansyou’rebestsuitedtospotexternalthreatsfrom competitorsandidentifyinternallygeneratedideasforinnovation.
5.Themicro-transitionsyou’reconstantlymakingaren’tsegmented,they’reintegrated. The100jobsyoubelongtoaddupto onevitaljobyou’reuniquelysuitedtodowell.Valuethevariety.
6.Whileyoumightbethe“middlechild,”themiddlechildisalso resourceful,creative,andindependent. Gallowayremindedmeof this,andshe’sright.Theseareallthingstotakepridein.
Conflict
Leadingfromthemiddlemightberifewithtension,butitalsomeans you’reinthethickofthings,wheretherealactionis.Yourjobisto embraceconstantcontradiction,revelinit,andknowthatthrivingin environmentsofnaturalconflictisavaluedskillinandofitself.When
TheUniqueChallengesofThoseWhoLeadfromtheMiddle11 itcomestoenvironmentsofconflict,youcanshirk,shrink,orshine. Choosethelattertoclimbtheladder.
Morereframinginsightsfollow.
1.You’renotsqueezedinthemiddle;youhavetheuniqueopportunitytoimpactinalldirections. There’snopositionquitelikeit.
2.Insteadofgettingfrustratedthatyoucan’tspecializewhenyou’re inthemiddle,whichmakesitdifficulttogrowyourcraft,view theactioninthemiddle as yourcraft. Redefinesuccessashaving masteryovernothingexceptknowingyoumustknowenoughof everything,whichtakesaspecialbreedtodowell.
3.Homebuildersneedpermissiononeverything,businessbuilders don’t. Sostopaskingforpermissiononeverything.Expandyour authoritywithinreason.Forexample,alignobjectiveswithyourboss upfront,andifyourintendedactionwillservetheobjective,act, don’task.
4.Sure,you’reinapressurecooker,butyoucanreleaseoneofthe valves—thepressureyouputonyourself. Ifyou’refocusedonconstantlearningandgrowth,onbecomingabetterversionofyourself eachdayandnotcomparingtoothers,onchasingauthenticityinstead ofapproval,pressurebecomesanenabler,notadisabler.
5.Knowthatongoingconflictisessentialtoproducingthebest work. Andyouhavetheopportunitytoharnessconflictformaximumeffect.Forinstance,Ialwaysfoundthatourteamproducedthe bestideasthefastestwhenweengagedinhealthydebate,notwhen everyoneagreedquickly.That’ssomethingyoucanfacilitate(you’llget helponthatinChapter3).
6.Thereconcilingandreprioritizinghabitsyou’rebuildinginthe middle(sideeffectsofcontinuallydealingwithconflict)willserve youatthetop,andeverywhereelse. Moresothananyotherhabits youforge.
Omnipotence
Notknowingcanfeellikeacardinalsinwhenyou’releadingfrom themiddle.Butasmuchasitmightfeellikeit,yourjobisn’ttoknow everything.Infact,aclientIkeynotedforhadthefollowingsentence paintedonthewallintheirheadquarterslobby:“There’sacostto knowing.”It’saremindertotheirmanagersthattryingtoknoweverythingbeforemovingforwardcomesatthecostofspeed,missedopportunities,andmoreimportantprioritiesneglectedelsewhere.Forcertain,ittakestimeandresourcestoknowthings.Makethatknownand beawareofthetradeoffsinvolvedforhavingpersonalknowledgeona subject.Then,discernifit’sworthyoupersonallyknowingit.Infact, focusmoreondiscerningwhatyoushouldknowthantryingtoknow everything.Justasimportantistobuildaknowledgesystemwhere,if youdon’thavetheanswer,youcanquicklyaccesssomeonewhowill.
Thentrytheinsight-drivenplaysthatfollow.
1.Regardinghighpressuremeetingswhereyou’reexpectedtohave alltheanswers—knowwhatyou’retrulyexpectedtoknow,but don’tstressouttryingtoplanforeverycontingency. Investthe timetoprepareforthemeetingandanticipatethequestionsmost likelytocomeup,andbeokaywithleaningontheknowledgesystem you’vebuiltupfortherest.Askyourself,“Whatwouldthemeeting attendeeswanttoknowaboutthesubjectathand?Whatconcerns orissuesmighttheyhave?WhatareothersourcesIcanhaveatthe readytoanswerquestionsoutsidemydirectrealmofexpertise?”It’s
TheUniqueChallengesofThoseWhoLeadfromtheMiddle13 aboutinstillingconfidenceandanunswervingfaiththatyouandyour knowledgesystemhavethingscovered,notthatyoupersonallyhave theanswertoeveryquestion.
2.Takeprideinwhatyou’vechosennottoknow. Forexample,I usedtorefusetoknowsomeofthesmallestdetailsofaprojectbecause ofthecostofknowingthat.Itookprideindelegatingandempowering otherstohavetheknowledgeincertainareaswhileIfocusedon knowingenoughaboutthatareatobeabletoasktherightquestions andtoinstillconfidenceinthoseevaluatingme.
3.Knowthatit’snotaboutomnipotence,it’saboutomnipresence. Leadersfromthemiddleshouldbeeverywhereintheirbusiness,leavinganimprintonvirtuallyeverythingwithintheirpurview(within reasonandwithinboundaries,asI’lldiscussinamoment).Itrequires thoroughlyknowingthefundamentalsofyourbusinessinsideandout, butthatdoesn’tcomefrompersonallyknowingeverything.Itcomes frombeingpresentandengagedenoughinallaspectsofthebusiness (withenoughattentiontothefundamentals)andbybeinginclusive andinterestedenoughtoengagewithalltheexpertsonyourbusiness.
Physical Leadingfromthemiddlecanmostcertainlytakeaphysicaltoll.But youcan’ttakecareofeverything,oranything,ifyoudon’tprioritize takingcareofyourselffirst.That’sstraightfromtheplaybookoflife,let alonethisplaybook.
Hereareafewmorereorientinginsightstohelpreducethephysical drains.
1.Knowthatwhileyoucanimpacteverything,you’renotresponsibleforeverything. Period.
2.You’reinthemiddlebutaren’tattheepicenterofevery earthquake. Noteveryfiredrillneedstobeanswered.Everyone else’surgentisnotyoururgent.Andactinglikeitisisn’tagoodplace tobe.Toillustrate,Icansaymymostineffectivestintasamiddle manageroccurredinarolewherefiredrillsconstantlysprangup. Insteadoffilteringthem,Ifedthem,creatingaflurryofactivitythat distractedmyorganizationfrommoreimportantpriorities.Learn frommymistake.
Topushbackonrepeatedurgentrequests,comefromaplaceof accountability.Meaning,lettherequestorknowyoucan’taccommodatebecauseoftheimpactitwouldhaveonothercriticalpriorities. Givethemadifferent“yes”byempatheticallyofferingalternativesto youdroppingeverything.Showthemsupportinotherways.
3.Yourphysicalhealthandsucceedingatworkaren’tmutually exclusive. Stepoutofthegrindlongenoughtorealizethat.Putyour healthonapedestal,theinvestmentwillpaydividendspersonallyand professionally.Forinstance,Ifindmyworkgetsbetterthemoretime Itaketoworkonmyhealth.
4.Beboundbyboundaries. Whileleadingfromthemiddlerequires astrongpresenceeverywherewithinyourscopeofresponsibility,it doesn’tmeanyourworkshouldcrossoverintoeveryaspectup,down, andacrosstheorganization,andofyourlife.Boundariesaremore importantinthemiddlethananywhereelseinanorganizationbecause morepeoplehaveaccesstoyou,andsoyou’redisproportionately exposedtostresstriggers.
First,giveyourselfpermissiontosetboundaries.Then,takethe timetodefinewhatyourboundariesare(whatyou’llengagein, when,withinwhatparameters)andclearlycommunicatethemto others.Picklow-risksituationstopracticesaying“no”andcommitto
TheUniqueChallengesofThoseWhoLeadfromtheMiddle15 delegatingmore.Createstructuresandprocessestohelpcontrolwork andtimeflow(likeagendas),andsticktothem.Finally,identifywhat needstochangetoenableyourboundaries(likenewhabitsathome thatwouldhelpkeepworkatwork).
Emotional
It’shardnottogetcaughtupintheemotionalstrainofbeinginthe middle.Butrememberthatyou’repartofapattern.It’snotpersonal, it’sareflectionofthepositionitself.
Herearereframesthatspeaktothenastiestoftheemotional toll—thesenseofisolationandbeingundervalued.
1.Itmightfeellikeyou’reonanislandattimes,butthatcanbea goodthing. You’reactuallyasafehavenforworkerstoexpressfrustrations,voiceconcerns,shareideas,andtakeriskswithoutfearofundue punishment.Ioncetookmyteamtoanartstudiowhereeachmemberpaintedapictureofanisland,asasymbolicgesturethat this team wouldbeanoasis,unlikeanyotherteaminthecompany,asafe-haven andenjoyableplacetobe,freefromtypicalcompanynonsense.
Atthesametime,ofcourse,youalsoconnecttotherestofthe organization,andconnectdisparatepartsoftheorganizationtoeach other,bybuildingbridges.
2.You’renotalone,you’reonloan,aninjainthemiddle,there tomaketheenginehum. You’rethereuntilyourtalentselevate youupwardinthecompanyoracrosstosomethingyou’remore interestedin.
3.Seniormanagersmightnotalwaysacknowledgeyourvalue,but everyoneelsedoes. RecalltheearlierBostonConsultingGroup research—you’remoreappreciatedthanyourealize.
4.Whileattimesitmightfeellikeyou’renotincontrolofmuch ofanything,you’realwaysincontrolofyourattitude. Justasimportant,youmayhavebecomenumbtotheamountofdailyinfluence youhaveinthecountlesstradeoffsanddecisionsyoumakeeveryday. Nooneinanorganizationmakesmoredecisionsthatmattereachday thanthosewholeadup,down,andacross.
RockAllYourRoles
Wetalkedearlieraboutthewidevarietyofrolessomeonewholeads fromthemiddlemusttakeon.Myresearchrevealsthereare21distinct rolesmiddlemanagersmustplay.Thinkofwhatfollowsasa21-gun salute.I’llhonoreachrolewithabriefdescriptionandthengiveyou playsforeachone(Icallthem“RolePlays”),intheformofthesingle bestpieceofadvicetosucceedwitheachhatyouwear.
1.Translator
Acoreroleofthemiddlemanageristoreceivethevisionandstrategies fromaboveandensureeveryonedown(andoftenacross)understands thatdirection.
TheRolePlay: Keyhereistoknowthatyou’renotjustanexplainer, you’reanexpander.Alwaysaddyourperspectivetouppermanagement directivesandhelpemployeesunderstandhowtheirworkspecifically fitsintothebroadermission.Giveachanceforemployeestoreactto thedirectionandexpressconcerns(knowingthatresistanceisoften justacoverforwantingtobeheard).
2.Converter
Justensuringeveryoneunderstandsthedirectionisn’tenough,of course.Middlemanagersmustalsoconvertthosevisionsandstrategies intoconcreteandorganizedbusinessplansandtactics.
TheUniqueChallengesofThoseWhoLeadfromtheMiddle17
TheRolePlay: It’scriticaltodosowithaneyeonthethree c’s:competition,capacity,andthecustomer.ToooftenI’veseenwell-intended middlemanagersdevelopplansinasilo.Theydon’tconsiderkeycompetitors’potentialreactions,theyignorecapacityandtrytodofartoo muchwhilenotmakingenoughchoices(theeasythingistodoeverything),ortheyfailtotrulyunderstandthecustomer’sneedsandhabits whendevelopingtheplansandtactics.
3.Strategist
Thebestinthemiddlearen’tjusttacticians,theyalsoplayanactive strategicrole.Nooneisclosertochangingmarketdynamics,hasmore accesstonewinformationcomingin,orhasacloserpulseonwhatthe organizationwouldrallybehind.SooftenIhear,“Strategicthinking isthelastthingIhavetimefor”frommiddlemanagers.Butitshould bethefirstthingyoumaketimeforasitimpactseveryotherrole youplay.
TheRolePlay: Togglebetweenthethreestrategyjobstodo(many mid-levelmanagersstopatthefirstjob).First,cascadetop-down strategiestofullyimplementtopmanagement’sintentions.Start byfullyunderstandingthestrategies,thenshareperspectiveto gaincommitmentwhenconvertingthestrategiesintooperational tactics.Second,shapetop-downstrategiesinadvancebyanalyzing informationavailabletoyou,assessingopportunitiesandthreats,and sharingyourperspectiveandrecommendationswithdecisionmakers aboveyou.Finally,champion“ontheground”strategies,onesthatyou andyourteamcreateandimplementgivenwhatyouknowbybeing closesttocustomers,consumers,andcompetitors.Thislaststrategy jobtodoisthemostoftenmissedorunderserved,whichisatravesty, asonestudyshowedthatawhopping80percentofstrategicprojects initiatedbytopmanagementfailedwhile80percentofthoseinitiated bymid-levelmanagerssucceeded.11
4.Catalyst
Almostbydefinition,ifyoumanageup,down,andacross,you’re theonewhomakesthingshappen.Ifitistobe,it’suptothee.It’s easythoughtogetcaughtuptriggeringaflurryofactivitythat’snot necessarilytherightactivity.
TheRolePlay: Trythepowerfulquestionthatfollows;Iusedtoask myselfthisasafilterbeforeinitiatinganything:“AmIabouttomake therightthinghappenattherighttimefortherightreason?”
5.Designer
Thismeansdesigningstructuresandprocessestosupport macro-organizationaldesigns.
TheRolePlay: Don’tdesigninasilo.Enrollthepeoplewhowilldo theworkinthestructuresandprocessesyoudesign.Whatlooksgood onpaperoftendoesn’ttranslateintherealworld.Morestructureand processarenotalwaystheanswer;themortalenemyoftheDesigneris theOverengineer.
6.Implementor
Sometimesyourjobistosimplyimplementsomeoneelse’sstrategiesor plans.
TheRolePlay: Buteventhen,thinkaboutthisrolenotas order-taking,butasclosingthegapbetweenintentionandimplementation.Inotherwords,fullyunderstandwhatthestrategyor planisintendedtodo,butdon’tjustexecuteitblindly.Tomeetthat intent,makeadjustmentsandadaptationsalongthewaybasedonthe circumstances.Whilesituationalleadershipismostcertainlyathing, soissituationalfollowership.
