Is your middle management in top form?
Middle management play an extremely important role within a company. The very best middle managers are eminent to communicate, execute, motivate and create trust in an organization. They know what is happening at the top and bottom layers of a company and they build bridges between senior executives and employees. They translate strategies to concrete action plans and communicate them to the employees. In addition, they are close to the market and the customers. Middle management has important knowledge due to their unique position within the organization, which every senior management should utilize for their benefit. Being an intermediary is far from an easy role, and as a top manager, you should regularly ensure that middle management is functioning optimally. In my work as an adviser, I have gained experience with 3 strong management tools, which top managers should use regularly.
Maximum seven management layers – preferably six
I have seen many organizations weakened because there have been too many layers between top management and employees. Symptoms are numerous, including simple decision-making take too long, many meetings are held in the organization where time is spent coordinating between the many “middle offices”, there is generally more internal focus than external focus on customers and external partners.
There should maximum be seven management layers from top management to the bottom team. Ideally six layers if possible. The primary reason for an increase in management layers are promotions. The intention might be good but the result is middle managers who are both far from top management and customers. In that situation, time begin to be utilized for coordination rather than reel management and execution. This creates frustrations, which often affects motivation negatively.
I have also seen many examples on micro teams, which I will define as a team with one leader and 1-5 direct references. This is also unhealthy. As a rule, a leader should have minimum six direct references.
The cure is clear. You must flatten the management pyramid by removing layers and increase the responsibility of the remaining managers, thus giving them greater responsibility.
A strong mandate
Middle management can improve the daily operation from their position in the engine room if top management gives them a strong mandate and a proper toolbox. Just as a painter without a brush fails to undertake a proper job, a middle manager without the mandate to select and organize his own team, as well as reward skilled employees cannot effectively perform the job. At the same time, it is important that top management continuously invest in the middle managers to ensure that their management skills matches that of the company’s needs at any given time. Young middle managers may need help to handle difficult conversations with employees (such as a first firing), while middle managers that are more senior may need help in understanding what motivates young employees including the millennial generation.
Use your middle managers to drive change
In connection with major change processes, middle managers play a decisive role. They are the eyes and ears of top management within the organization. They feel the pressure from the top and have to handle employees who might not respond well to a new vision or a new IT system that does not function. Therefore, as a top manager, you should on a regularly basis communicate with all middle managers from all corners of the organization and understand how they are experiencing the business. By mobilizing and include middle managers at the early stage of a business process top management gets access to important knowledge and you will create strong ambassadors who get employees to pull in the same direction and addressed opposition in an efficient way.
All this may seem obvious but I often see top management sitting with an enormous untapped potential when it comes to middle management within the organization. And although the process can be difficult, there is a pay-back from day one.