What's on Our Minds: Routers to Leaders
In these uncertain times, many organizations are facing challenging decisions around cost-cutting and restructuring in order to remain competitive. Unfortunately, this often means reducing headcount, and middle managers are frequently the first to be let go. However, instead of seeing this as the end of the road, middle managers can take the opportunity to transform themselves to stay relevant and competitive in the job market.
As WIFA discussed earlier, the traditional role of a middle manager - monitoring productivity and optimizing individual performance - is no longer enough in a world where remote and hybrid workforces are becoming the norm.?Instead, these managers need to focus on building teams, developing talent, and nurturing employee growth. This requires a shift away from the old-fashioned managerial approach of "management by walking around" and towards intentionally designing operating norms and workflows that do not depend on synchronous, in-person communication.
One way that middle managers can make this shift is by identifying and implementing digital tools that can automate and complement human efforts. These tools can help to track remote and hybrid workforces, streamline communication, and increase transparency. By using these tools effectively, middle managers can free up valuable time and energy to focus on the human side of management - building relationships, fostering inclusion, and supporting employee development.
Another important shift that organizations need to make is in their approach to career development. Middle managers are often seen as the only path to advancement, but not everyone is cut out for people management. To stay competitive in the job market and retain high-performing employees, companies need to build career ladders that allow expert individual contributors to grow in title and compensation based on demonstrated expertise and outcomes, without requiring them to become managers. This will not only increase employee job satisfaction, but also ensure that those who do become middle managers are truly invested in the work and have the skills and temperament to succeed.
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In conclusion, middle managers are facing a challenging job market, but by transforming themselves into team builders and talent developers, they can stay relevant and competitive. By using digital tools effectively and creating compelling career development tracks, organizations can ensure that they retain their best employees and continue to thrive in a rapidly changing world. The key is to embrace change and be proactive in taking charge of your own career development - the rewards will be well worth the effort. WIFA would be interested in hearing your views about managers transforming their careers or the challenges faced in the workplace. Please send us any articles at [email protected].