Encouraging employees without the leader

Middle managers are like the rope that people hold on to in a tug of war. They’re pulled by the leaders for reporting, and their direct reports pull them for assistance. The result? Having to stay present and prepared at all times.

Middle managers have twice the duties in an organization. But the most important duty of all might be of ensuring that their reports have adequate support, information, and training to get things done.

Middle managers can either make or break a company. While around 70% of employees may lack engagement because of poor management, the right manager can lead to a 48% profit for the organization. That’s how stark the difference is between the right manager and one who fails to encourage their reports.

Jason Nazar, CEO of Clovers.ai, notes that great middle managers are approachable, deal with empathy, adapt to changes, and are easy to collaborate with.

Notable attributes like this and utilizing soft skills to the fullest extent make middle managers fit to motivate other employees. They help employees feel:

·???????engaged at work.

·???????supported with training and resources.

·???????informed with adequate information about the company’s decisions.

·???????satisfied with their job performance.

·???????rewarded for their work with positive/constructive feedback.

However, when leaders do not feel adequately supported, they have a hard time being present for their reports.

A survey by Future Form observed that middle managers are 46% less satisfied with their jobs than senior executives who are handling bigger teams.

This is a concern as the performance of middle managers has a critical impact on the performance of their reports.

Supporting managers to lead

Provide psychological support

Middle managers are often stuck between reporting to leaders and fulfilling the expectations of their reports. Without balance, disappointment strikes them from both sides.

Being in constant exposure to senior executives and having to deal with curious reports can be an exhausting and daunting experience. It is vital for their psychological needs to be met so that they have the coping skills to prevent burnout.

Create development programs

Around 87% of managers wish that they’d have received adequate training for a managerial position.

Skill development is a major challenge for many managers as they do not feel prepared enough to carry out their roles and duties effectively.

It should be ensured that before promoting employees to managerial positions, they are explained new responsibilities, provided training, and mentorship to lead their reports.

Training and upskilling opportunities equip them with the capabilities to resolve conflicts, address issues and provide solutions and direction to their reports. As a result, problems are solved before they aggravate.

Provide emotional support

Middle managers are connecting leaders that are involved in several spheres of the organization simultaneously. This comes with more emotional expenses than other roles. Other than providing psychological safety, supporting them emotionally is just as important.

Providing them with consultants and therapists can be a good way of emotionally supporting them. While allocation of funds is often directed toward training, managers may miss out on essential support. Moreover, managers may also feel neglected and unsupported when not fully supported.

Supporting managers means managers support their reports. Once they’re coached, they become capable of passing down the coaching and training to their subordinates. Their leadership style sets the tone and standard for the way their team operates.

Empowered middle managers have the power to change the organization and their people for the better.?