Middle Managers - the “unsung heroes of our age” – get the thankless task of implementing the vision while answering the questions of what, when and how for those they lead.
Managing the performance of others can be a source of chronic anxiety at any level of leadership. Those in the position of Middle Manager often feel they are stuck between “a rock and a hard place.” As author David Brooks noted in his New York Times article The Quiet Magic of Middle Managers, “nobody writes poems about middle managers.”
Nobody gets too romantic about the person who runs a department at a company, or supervises a construction crew, or serves as a principal at school, manages a restaurant, or acts as a deacon at a church. But I’ve come to believe that these folks are the “unsung heroes of our age.” Squeezed between the dictates of senior leadership and the demands of front-line employees, it’s middle managers who “are serving as the invisible glue that gives us a shot at sticking together.”
Senior leaders are the visionaries, the strategic planners, the captains of the ship. The front line “customer facing” employees and supervisors are the worker bees in the hive – the associates that actually get stuff done. Middle Managers, the “unsung heroes of our age,” get the thankless task of implementing the vision while answering the questions of what, when and how for those they lead.
Four principles of Resilient Leadership can help middle managers navigate the anxiety-producing top-down flow of information while addressing the bottom-up concerns of implementation. Here are those principles:
- Be a Less Anxious Presence: A leader’s primary lever for influencing others is the quality of their presence. Be the calm manager who keeps your head while others around you are losing theirs. When you receive unpopular direction from above, it can lead to pushback from below. Remaining thoughtful is the key. People are watching your actions and listening to your words. Your behavior is contagious, and as a middle manager, your influence is significant due to your position in the organization.
- Cultivate a Curious Mindset: As you observe change and challenges in your organization, cultivate a curious mindset to expand possible solutions. Rather than reacting in the moment to anxiety or confusion, make the best choice based on guiding principles—not the easiest or popular choice, but the best choice.
- Communicate Effectively: Focus others on facts rather than assumptions, judgments, and gossip. Tell others what you know when you know it. If you don’t know, say so. When you learn something new, share it as soon as realistically possible.
- Take Care of Yourself: A common trait of middle managers is putting others first, ensuring their needs are met as you go the extra mile. However, continually expending energy without replenishing yourself will catch up to you. Take care of yourself professionally and personally – exercise regularly, maintain a consistent sleep schedule, and develop a practice of spiritual renewal. Taking the best care of yourself will help you take the best care of others. And taking care of yourself and others is how you will continue to thrive in the “quiet magic of middle managers!”
Mike Nowland, Resilient Leadership Trainer
Mike understands that his purpose is to help managers be better, do better and live better! He’s a persuasive and empathetic communicator with over 30 years of senior level experience in Leadership Development and Human Resources with companies like Marriott International, ResMed and Kisco Senior Living. Reach Mike at: nowland619@gmail.com.