Middle Level Managers - The Heroines and Heroes in any organisation

Middle level managers are the cornerstones of an organisation; charged with everything from motivating employees to driving project success.

However, it is not enough to be a mediocre middle manager or an uninspiring performer who is not committed to the organisation.

The role of a mid-level manager can make or break your organisation so you need to be excellent at executing strategy.

This involves being performance-oriented or a ‘performance hero or heroine’ - since you are also serving as an important role model to others.

Instead of simply re-inventing new strategies, as a successful middle manager you need to contribute content, while also acting as an important connection between the different organisational levels and your direct reports.

There are several ways of doing this, but one of the most critical is recognising the importance of strategy execution - and being committed to getting it done.

Sometimes this may require a little extra effort on your part; which is why many mid-level managers find it easier to re-invent a new strategy than to implement one.

Understanding exactly what strategy execution involves is vital in order to maximise your role in the process.

Building and maintaining your strategy execution and leadership skills is fundamental to your career - whether you are about to be promoted to your first managerial position or negotiating for the role of CEO.

As a successful mid-level manager you need to know how to put in place the right processes.

That way all the managers in your company can play their part in strategy execution.

This involves working with existing networks to uncover opportunities, build coalitions, and make change happen.

And because mid-level managers have their fingers on the pulse of operations - they are usually the first in the organisation to suggest and initiate new ideas.

Mid-level managers are indispensible to most organisations for a great number of reasons.

Firstly, they are most accountable when it comes to allocating roles and responsibilities, assigning resources, and meeting deadlines.

And secondly, although a mid-level manager may not outwardly be a celebrated or glamorous leader - they are usually the ones found working quietly and efficiently behind-the-scenes to get things done.

A middle manager’s role is also critical because they are often the problem solvers of the organisation.

They tend to deal with practical issues on a daily basis - and are usually one of the main links between the employees and the Executive Group.

As a mid-level manager, you must be able to switch seamlessly between these two contrasting areas in order to communicate the upper management’s ideas and expectations to the entire team.

Middle managers also play a pivotal role when it comes to motivating employees.

Unfortunately though, because they are usually in such close contact with the best employees, they are also the most affected when a talented employee leaves the organisation.

This means they have a vested interest in keeping their best employees for as long as possible and thus generally, enjoy a better work-life balance, feel more valued, and stay in their positions for longer.

Recent US research has shown that middle managers who foster innovative and growth-oriented accomplishments are also usually thorough, persistent, discreet and comfortable with change.

As a result of these qualities, the recruitment and retention of excellent middle managers is likely to become a top priority for organisations in the future.