Achieving sustainable happiness for middle managers

In a recent article from the Straits Times, it was reported that middle managers are shouldering more workload amidst the Covid-19 pandemic.

The reason for this? They have to (a) answer to their higher-ups and (b) supervise rank-and-file workers. In fact, out of those polled, 61 percent reported putting in extra hours at work daily. Furthermore, during the pandemic, many had to engage their junior staff more and look out for their well-being.

In the long run, such longer working hours can be detrimental to both physical and mental well-being for the middle managers. In yet another article, it was reported by the WHO (World Health Organization) that:

"Working 55 hours or more per week is a serious health hazard,"?Dr Maria Neira (Director of the WHO's Department of Environment, Climate Change and Health)

How then can we sustainably support the happiness (and belief) of middle managers so that they do not burn out, or in some cases, decide to throw in the towel?

The rest of the article will focus on answering the following questions:

1. Why are middle managers unhappy?
2. How can we support middle managers happiness in a more sustainable way?

Why are middle managers unhappy?

• Middle managers are often sandwiched. They feel the pressure to respond to senior management's demands, and achieve the KPIs for the team. At the same time, they have to communicate company goals and strategic changes to their team. However, not everyone on the team may see eye-to-eye with these changes, and thus middle managers may have to handle some push-back and end up becoming the go-between.

Solution: Frequent check-ins to identify and listen to their challenges, as well as equipping them with the necessary skills required to up-level and be able to do their job well. Most of the time, they are transitioning from being an individual expert to being a team leader, without sufficient training in the skill sets necessary to make such a transition e.g. how to manage a team, how to communicate without getting defensive etc. In Southwest Airlines, they put together a training program called “Next Level Leadership” that covered change management, strategic thinking, talent management and developing people. Their middle managers met each month for a full day over the course of three months.?

• Overworked. As the study reported, as a result of being stuck in the middle, they have to attend (a) more meetings (b) work more hours. In the pandemic, they have also been tasked to look out for the well-being of their team members, and a large majority have not actually received training in topics like psychological safety and empathy, in order to know how best to support their team members.

Solution: Before assigning the work to the middle managers, find out how much is on their plate. This is so that you get a realistic understanding of what they can do in the time frame that has been assigned. Remember that piling on more work doesn't necessarily mean more work gets done. It might, instead, mean that the quality of work dips, or their stress levels will rise - which can negatively impact the whole team in the long run. Be flexible in offering time off, especially when they have family demands, or after completion of a huge project.

• Growth is stagnant. Middle managers are no longer entry-level employees; neither are they senior or upper management. As a result, some middle managers may not get the training or leadership development opportunities needed for them to grow in their career. Some are simply overworked and have no time to develop their skills further. As such, they remain stuck without a plan forward. This can result in frustration. After all, beyond safety and belonging needs, according to Maslow's hierarchy of needs, is a desire to fulfil one's potential (pic credit: Studious Guy).

Solution: In your work review sessions, support middle managers to identify areas of growth that are (a) in their interest (b) can support them in doing their work better- and not just focus solely on KPIs. Identify a clear plan of growth for them, aligned with their strengths. This can help them see that they are building a career (with promotional opportunities, when they can learn new skills) where they can consider staying and investing time & energy. Otherwise, it is just a job where they just get things done.

• Lack of purpose & meaning. When they are too busy managing up and down, middle managers can lose sight of why they are doing what they are doing. They often don't get to see the big picture and so everyday just feels a series of admin tasks, which can lead to feeling unaccomplished at the end of the day.

Solution: Instead of focusing on the "what" i.e. what they need to do, what they need to achieve (KPIs), spend time on the "Why". In Simon Sinek's book, Start With Why, he explains that starting with why allows people to engage with a deeper meaning and belief.

“We want to be around people and organizations who are like us and share our beliefs... People don't buy what you do, they buy why you do it."?Simon Sinek

Share why you are doing what you are doing, both at an organisational level and at their role level. Help them to see how their specific role is connected to helping the organisation and the team. By understanding the part they have to play in the bigger picture, and by being personally engaged, they’ll be able to better communicate these important messages to the team. Finally, as mentioned above, invest in them with the competencies and skills to achieve the WHY.

• Undervalued. Middle manager roles are often not very clearly defined, which results in all kinds of tasks ended up on their plate. To make things worse, there is often a perception that they are not working hard enough, or incompetent. Sometimes, it is because they are caught up in the multiple tasks they have to do, their work goes unnoticed. It is only until they surpass the goals set that they start to be recognised.

Solution: Take time to recognise and appreciate their work, using strategies from the 5 languages of Appreciation (Pic credit: drpaulwhite.com) written by Dr Gary Chapman & Paul White.

For example, you could buy them a bubble tea, or give them a Starbucks voucher to get lunch and a coffee (Language of Gifts) or you could share with the team about how much the middle manager is actually doing to pull everything together and what you value about them (Language of Words Of Affirmation). In doing so, they will feel valued and supported.

Final thoughts

Middle managers are critical to the success of teams and often are the driving force behind the execution of organisational priorities. If they are burnt out, disillusioned or disengaged, team members are less likely to stay or be engaged. In fact, this recent report mentions that managers contributed the most towards employee happiness and performance. In light of the Great Resignation, companies must not forget this neglected group.

If you would like to find out more about the programs and services I offer to support your middle managers, do PM me.???

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Disclaimer:

I share authentically what I think possible solutions might be, but it is purely from what I have studied (scientific evidence) and my own experience in coaching & training others in this area for the past 11 years. I am not here to diagnose or treat. If you need further help, please do seek the necessary support.

References:

Gallup Report: https://www.gallup.com/workplace/236552/managers-engaged-jobs.aspx

Sinek, S. (2009).?Start with why: how great leaders inspire everyone to take action.?New York: Portfolio.

The?5 Languages of Appreciation?in the Workplace: Empowering Organizations by Encouraging People (Chapman, Gary & White, Paul)?

?? Thank you Thecla Teo for asking the question!