Middle Management Mayhem?

New leaders in the business – they might be aware of the company goals, the aims and objectives of the whole, and their (previous) place in the hierarchy to achieve it.

But now – now they have a new role, new responsibilities and a whole new perspective on those goals and objectives – and how they can help achieve them.

Have you explained this in detail to them?  Have they had the chance to ask the questions, look forward and ‘touch’ the future responsibilities – especially the employee management tasks that are so very different than being great at the operational tasks they had before.  This is perhaps what led to the team manager role they have been promoted into.

Sometimes, people who like people adapt fairly quickly the role;  I did when I was promoted, and I felt ready to take it on.  And I managed my team well with basic support in procedure training, direction from teams and managers around me  – but perhaps, looking back now, what I struggled with and was never helped through was the peer relationships – the linear working with other team managers, how to manage interaction with other teams (I was responsible for training new procedures with staff different to my own sector and level).

I had a unique role in middle management that no everyone realises (above or below in the hierarchy) – I had to see the understand the ‘big picture’ view of the goals and objectives the leadership team were directed to achieve and also then put that into practice on the ground, the front line, with my team members.

Coaching can boost productivity and effectiveness. This is especially important if you have employees taking on new or leadership level roles. Coaches are trained to work with clients to inspire them to their personal and professional potential, thus increasing productivity and effectiveness. Within the coach-client relationship, a focus will be placed on learning and clarity for forward action. According to the ICF Global Coaching Client Study 70 percent of clients reported a positive improvement in work performancehttps://coachfederation.org/blog/index.php/205/

It suited me, my skills and my outlook to be just there – but that’s not for everyone!  Some aspire to the top leaders and therefore their role and focus will be different and may overlook the present people and needs, to get up the ladder.

For others, maybe they aren’t able to see above and the bigger picture, and are content to be directed where they should take things within their team.

Yet another person might be happy to manage the tasks and projects, day to day operations, but struggle with the people/emotional intelligence side of the job.

Top leaders have top teams with a similar mind-set to them; supervisors and middle managers have the leadership role on a small scale but also people with a different mind-set to them, and have to manage upward as well as downward!   This was a tool I came across purely by accident, but through training (I can’t recall via the workplace I was in or my own evening courses and development I continued for years!)  But it was very new!  I new idea, new concept – something I wouldn’t have been able to think of had I not been introduced to the idea.

And that is where coaching comes in and helps immensely. This is the area I want to help companies develop with.  I didn’t have the option for coaching for many years when I took on promotions and developed teams.  I didn’t even really have the aspiration consciously to do that until someone pointed it out to me!  This again, is an area I can and want to work in – helping people to see their own potential, open their eyes to new opportunities, to see and take ideas of who they think they are – and push them further and further!

If I had discovered coaching earlier, understood it’s potential impact and inherent positive forward motivation then I might be in a different place – or this place earlier in my life!

Had I had the opportunity to see it and know it, then I would perhaps have used this more effectively to move my life in the right direction for me, rather than it finding me – at times I feel, too late – and stealing from me the years of fulfilment, of opportunity, of conscious efforts to use and develop my natural talents, skills and interests to build a life I loved – and perhaps struggled less with in the past!

That is work-life balance, managing with little or no support at work or home, family management and little things that mean a lot!

How easy is it to make soup that my girls would have loved and been healthier living on than quick fix meals I only felt I had energy and time to make?

Had someone shown me, explained it and gave me time to try, then I could have saved guilt, effort, stress at home.

At work, shortcuts and advice to help me adapt to changes then life would have been so much easier, so much simpler!  Tips from others, direct engagement from my managers as to what I needed and wanted, rather than simply an offer only if I actively looked for it myself!

As a manager, a leader at any level, it becomes your responsibility to offer help and advice, opportunities for advancement and aspirations to your team.   No matter the level it matters to the individual l and it matters to the company!   It all has an influence and effect on the outcomes.  Your job, your responsibility, your opportunity to make things happen well!