The Ultimate Guide to Middle Management - Niagara Institute

Individuals considered middle management often holds the title of general manager, plant manager, regional manager, divisional manager, or department or ... TheUltimateGuidetoMiddleManagement: What’sChanging,Whyit’sHard,andHowtoGetAhead Bepreparedforwhatliesahead.Thisguidehaseverythingonthecurrentchallengesandopportunitiesformiddlemanagers.Soifyou’reamiddlemanager,aspiretobeone,orleadanddevelopmiddlemanagers,thisguideisforyou. DownloadthePDF(English&FrenchIncluded)   Introduction Volatile.Uncertain.Complex.Ambiguous.Whilethesewordscanbeusedtodescribetheworldweliveandworkin,theycanalsobeusedtodescribetheroleofmiddlemanagementtoday.Fromflattingorganizationalstructurestoshiftingemployeeexpectations,thejobdescriptionofmiddlemanagementhasbeenandcontinuestoberewritten.  Middlemanagersusedtoberesponsibleforoverseeingoutput,monitoringproductivity,andrelayinginformationbackandforthbetweenuppermanagementandthoseonthefrontlinebutthosetaskscannowbetakencareofthroughtechnology.Asaresult,middlemanagershaverapidlytakenonalargerroleindevelopingothers,translatingstrategyintotactics,leadingup,resolvingconflict,andcreatingapositiveteamculture.  WorkforcebyPwChasalsonotedthattoday’smiddlemanagersdothefollowingbetterthanuppermanagement.  Middlemanagersknowmorepeople,areclosertothemandcanusetheirinformalpowerandinfluencetobringaboutsubstantive,lastingchange. Middlemanagersaretunedintotheirleaders'andemployees'moodsandemotionalneeds.  Middlemanagerseffectivelymanagethetensionbetweenchangeandthestatusquo. Itisclearthatgoingforward,thoseinmiddlemanagementwillbeincreasinglyinvolvedinandresponsibleforthepeoplesideoftheorganization.Assuch,successwillhingeondevelopingsoftskills.  Wecreatedthefollowingguidetohelpmiddlemanagersprepareforwhatliesahead.Theguidecoverswhat’schanginginmiddlemanagement,theskillsmiddlemanagerswillneedinthecomingmonthsandyears,thestepstocreatingapersonaldevelopmentplan,andwhattolookforwhensourcingleadershipdevelopmentandtraining.Let’sgetstarted.  TableofContents WhatIsMiddleManagement?  WhyIsMiddleManagementSoDifficult? LeadershipTopicsforMiddleManagement EmotionalIntelligence DevelopingOthers LeadingHigh-PerformanceTeams Communication RelationshipBuilding ResilienceandAgility Strategy,Alignment,andExecution HowToCreateaPersonalDevelopmentPlan LeadershipDevelopmentforMiddleManagers:WhattoLookFor NextSteps   WhatIsMiddleManagement? Individualsconsideredmiddlemanagementoftenholdsthetitleofgeneralmanager,plantmanager,regionalmanager,divisionalmanager,ordepartmentorfunctionalmanagerandtypicallyareresponsibleforadepartment,location,orgeographicregion.They’renotfrontlinemanagersoruppermanagement.Theysitrightinthemiddle,asthenamewouldimply. AsHarvardnoted,middlemanagersare“thepeoplerunningthecompanyonaday-to-daybasis.”Theyleadothermanagersandcommunicatetouppermanagementwhatishappeningonthefrontline.They’retheconduitbetweenimplementingthebigpicturestrategydefinedbythoseatthetopandgettingthingsdoneintheday-to-dayoperationofthebusiness.  InthewordsofresearchersfortheInternationalBusinessReview,“Middlemanagersperformadownwardsupportrolebyimplementingdeliberatestrategythroughthetranslationofobjectivesfromtopmanagementintoeffectiveoperationalplans,andanupwardinfluencerolebysynthesizinginformationfortopmanagement,thusfilteringimportantstrategicfeedbackupwards.” Whiletheaccountabilitiesandresponsibilitiesofmiddlemanagementwillvarybetweencompaniesanddepartments,therearesomecommonalities.Typicaldutiesofmiddlemanagersinclude:  Developingtheirteambyconductingreviews,deliveringconstructivefeedbackandcoaching,creatingandexecutingdevelopmentplans,schedulingone-on-onemeetings,co-creatingobjectivesandprofessionalgoal-setting Ensuringfrontlineimplementationofpolicies,procedures,andnewchangeinitiatives Definingobjectiveandgoalsettingfortheirdepartment,region,location,ordivision Implementingprocessandcontinuousimprovementstoreducecostsandincreaseprofitabilityorcontributionforthegrouptheyoversee Establishingandtrackingbudget,spendandrevenue,aswellasquarterlyandannualgoalsandtargets Drivingapositivecustomerexperience,independentofwhetherthecustomerisexternalorinternal Keepingthepulseoncompetitors,newentrants,andpossibledisruptors Inadditiontotheirtacticalresponsibilities,middlemanagementisthelinchpinincompaniesforrallyingthosearoundthemtocollaborate,solveproblems,andworktogethertouncoversolutionstoorganizational-wideissues.TwoprofessorsfromtheUniversityofMassachusettsdidadeepdiveintotheroleofmiddlemanagementandhowtheycaninfluenceorganizationalperformance.Theyuncoveredmiddlemanagementiskeyto:  ChampioningStrategicAlternatives:Astheliaisonbetweenuppermanagementandwhatisactuallytakingplaceday-inandday-out,middlemanagersprovideinsightsandinnovationstoleaderswithsuggestionsonnewcapabilitiesorhowtoredeployexcitingcapabilitiesinnewways. FacilitatingAdaptability:Inthecenteroftheactionwithinanorganization,middlemanagersareideallypositionedtobreakdowninternalsilosandencouragecross-functionalexperimentation,innovation,problem-solving,andprocessimprovementsthatincreaseacompany’sabilitytoberesponsiveandagile. SynthesizingInformation:Fromseeingfirst-handopportunitiesandissuesfromthefrontline,middlemanagersareconvenientlysituatedtoconnectfeedbackandeventstostrategicissuesandsharethoseideasandinsightswithuppermanagement. ImplementingDeliberateStrategy:Middlemanagersaretheultimatematchmakers,asthey’retheonesthataligntheirdepartment,region,orlocation’sactionswiththestrategicintentoftheorganization. Despitethecriticallyimportantrolemiddlemanagementplaysinacompany'ssuccess,itcanoftenfeellikeathanklessjobastheyseektopleaseuppermanagementwhilemotivatingtheirmanagerstodeliverresults.Thiscanleavemanymiddlemanagersfeelinglikethey“can’twin,”whichwe’lldiscussmorein-depthinthenextsection.    WhyIsMiddleManagementSoDifficult? Havingtobridgethegapbetweenvisionary,strategicdirectionatthetopwiththetactical,day-to-dayofrunningthebusinesscanbeexhausting.Middlemanagersarestucktranslatinginformationandimplementingdecisionsfromthetoptothebottom.Theydeliverresultsthroughothersbyleadingtheirteamofmanagers. InanarticlefromSHRM,GregMuccio,aseniormanagerforSouthwestAirlinessumsuptheexperiencefacedbymiddlemanagersperfectly.Hesaid,“Thefront-linesupervisorsareinthetrencheswiththetacticalwork.Thedirectorsspendtheirtimecastingavision.Whenyou’reinthemiddle,youhavetodoboth.Thatisachallenge.” It’snosurprisethenthatmiddlemanagersareexperiencingalackofjobsatisfaction.A2014surveyofmorethan320,000employeesacrossvariousindustries,uncoveredthatmanagersfallinthebottom5%forengagementcomparedtotheresponsesofthoseintherestofthestudygroups.Thiswasreiteratedin2021whenGallupfoundthatmanagers'engagementdroppedseven-pointsfromthepreviousyear,whichputsthemjustbehindhealthcareworkerswhoexperiencedthemostsignificantdropinengagement.  TEDTalkspeakerandauthor,SimonSinekbelievesthereareseveralreasonsmiddlemanagersmaybeexperiencingdissatisfaction.Aspreviouslymentioned,Simonagreesthatamiddlemanager’sroleischallenging.Theyareinthisweirdcentralgroundwheretheyhavetobeslightlystrategicandslightlytacticalandtranslatewhat’sgoingonbetweenthetwogroupsatthetopandbottom.   Inadditiontothechallengesfacedbythenatureoftheroleandlocationinanorganization,hehaswitnessedcompaniesdoingadisservicetothemselvesandmiddlemanagersintwowaysandmakingthemiddlemanagementrolemuchharderthanitshouldbe. Problem#1:Manymiddlemanagersfindthemselvespromotedbecausetheyweregreatfunctionalcontributorsbutdonotpossessleadershipskillsorhaveaccesstothetrainingtheyneedtodevelopthem.Middlemanagersfindthemselvesneedingavarietyofnewskillsetssuchaslistening,communication,conflictmanagement,andgivingandreceivingfeedbackbutdonothaveaccesstotraining. Problem#2:Middlemanagerswhoareself-taughtaboutbeingagreatleaderhavea commoncomplaintthatalluppermanagerscareaboutisdeliveringresults.Inotherwords,thereisadisconnectbetweenthemiddlemanagerswhoaretryingtodotherightthingandbegreatleadersfortheirpeopleanduppermanagementwhoappeartobefocusedsolelyonthenumbers. Toovercometheseproblems,organizationsneedtoinvestinleadershiptrainingfortheirmiddlemanagersandsupportacultureofcontinuouslearningfrontthetopdown.Theyneedtheexecutiveteamtounderstandandchampionthevalueofleadershipdevelopmentanddosobyaligningachievementandrecognitionnotjusttofinancialperformancebutalsotoleadershipperformanceandothermetricssuchasemployeeengagementandretention. Asmuchasorganizationsareresponsibleforthedevelopmentoftheirleaders,therearethingsmiddlemanagerscandototakeleadershipdevelopmentintotheirownhandsandadvocateforit.Inthefollowingsections,wewillreviewtheskillsmiddlemanagersneedandhowtoattainthem. GetYourPDF SaveThisForLater Afterfillingouttheform,wewillsendyoutothePDFversionandalsoacopytoyouremailsoyoucanfileitawayorshareitwithyourcolleagues.   LeadershipTopicsforMiddleManagement Middlemanagersoncespentthemajorityoftheirtimeoverseeingoutput,closelymonitoringproductivity,andrelayinginformationbackandforthbetweenuppermanagementandthoseonthefrontline.Butastechnologyhasadvancedandremote/hybridworkarrangementshavebecomethenorm,ithasbecomeabundantlyclearthatthisisnolongerthebestuseoftime.Notwhentechnologycandothejobmoreefficiently,andthemulti-generationalworkforcecravestrueempowerment,notmicromanagement.  Thisdoesnotmeanthatthemiddlemanager'sroleisnowobsolete.Itsimplymeansthatthepositionmustevolvetomeettheneedsofanever-changingworkplace.Withtechnologyhandlingcertainaspectsofthejob,middlemanagers'timeandenergyarefreeduptofocusontheirpeopleintheformofincreasingemployeeengagement,connectingindividuals,buildingandleadinghigh-performanceteams,andsupportingthedevelopmentoftheirpeople.  However,theDirectorofGlobalLeadershipandOrganizationalDevelopmentatRegeneronPharmaceuticals,RennyBloch,haspointedoutthat“manymanagersarenevergiventhetoolsortrainingtomanage.Theytypicallyrisethroughtheranksofatechnicaltrackandthen-allofasudden-aregivenateamtomanageandareexpectedtodosoeffectively.Inparticular,theystrugglewithsoftskills,suchasgivingfeedback,settingexpectations,developingtheirteam,andmanagingconflict.” AstudybyHarvardnotedsomethingsimilar,asrespondentsreportedsoftskillsasthemostimportantabilitiesformiddlemanagersgoingforward:  Coaching/developingtalent(67%) Managingcomplexity/change(52%)  Strategicalignment/execution(46%)  Adaptability/agility(45%)  Leadinghigh-performingteams(42%)  Emotionalintelligence(42%)  Inadditiontotheseskills,wehavealsonotedseveralothersbelowthatmiddlemanagersshouldadvocateforandprioritizewhenseekingleadershipdevelopmentopportunities.    EmotionalIntelligence Theabilitytorecognize,monitor,andmanageone'sownemotionsandrecognize,navigateandinfluenceothers'emotionsinstressfulsituationscanmakeallthedifferenceinamiddlemanager’sleadershipabilities.InresearchconductedbyTalentSmart,theyevaluatedemotionalintelligencealongside33otherworkplaceskillsanduncoveredthatemotionalintelligenceisthestrongestpredictorofperformance.   DevelopingOthers Shiftingfrombeingreliantonyourselftogetworkdoneandhityourpersonalobjectivestoproducingresultsthroughothersrequiresnewskills,amindsetshift,andchangedbehaviors.Alinecanbedrawnbetweenhowsuccessfulamiddlemanageristohowwelltheycanpassontheirownfunctionalandleadershipstrengthstotheirteamofmanagers.However,todosoeffectively,middlemanagersneedthefollowingskills: DeliveringandReceivingFeedback Toeffectivelycoachandgrowyourteam’sabilitiesaswellasexposeareasofimprovementforyourself,middlemanagersneedtodevelopandhonetheskillsofdeliveringandreceivingfeedback.AsBillGatesoncefamouslysaid,“Weallneedpeopletogiveusfeedback.Thatishowweimprove.”   Delegation Theprocessofhandingoverresponsibilitiesandprojectstoyourteamcommunicatesyourtrustinthemandisagreatwaytoboostmorale,confidence,andskills.Delegatingandthecorrespondingteachingthatgoesalongwithit,empowersyoutopassalongyourownstrengths,freeupyourtime,anddevelopthosearoundyoutotakeonincreasedresponsibility. Coaching Agreatcoachissomeonewhoinstructs,trains,givesinput,andhelpsindividualsandteamsachievetheirgoals.Throughcoaching,middlemanagersdemonstratetheircommitmentandinvestmentinseeingtheirpeoplereachtheirdevelopmentandcareergoals,whichboostsmotivation,engagement,andstrongworkingrelationships.Whenmiddlemanagersareequippedwiththeskillstobeacoach,greatthingscanhappen,astheirpeoplethenbecomegreatcoachestotheirfrontlineteams.   Accountability Theunderstandingandskillstoholdemployeesandthemselvesaccountableforwhattheyagreedtoisanessentialcompetencyformiddlemanagerstodevelop.JohnBrown,ChiefEditoratPrettyMotors.comsummarizestheimportanceofleadersholdingemployeesaccountable.Hesays,“Accountabilityisimportantsinceitresultsinahighlyefficientandproductiveteam.ThekeypointishavingeachmembertakefullresponsibilityonagiventaskorgoalfromAtoZ,whicheliminatesconfusionandsavesalotoftimeandresources.”   LeadingHigh-PerformanceTeams Teamsarethebackboneofeveryorganization.Middlemanagersplayanessentialroleinfacilitatingtheformationofgroupsthatcollaborate,solvecross-functionproblems,uncoverefficiencies,anddevelopinnovationstoservetheircustomersbetter.However,greatteamsdon’tjusthappenbychance,andmiddlemanagersplayanimportantroleinbuildingteamsandcreatingtherightconditionssotheycanthrive,whichisevenmorecriticalinaremoteanddistributedworkplace. Anymiddlemanagementdevelopmentplanshouldincludesignificanttimeindevelopingknowledgeandskillstoleadhigh-performanceteams.AsDebraKasowskinotedinherarticleforForbes,“High-performingteamsdonotformontheirown.Theyareledbyleaderswhobringoutthebestintheirpeople,utilizingtheirskillsandabilitiestothefullest.”   Communication Everyskilllistedwillnothappenwithoutstrong,inspiring,andclearcommunication.Youcan'tcoachanddevelopothers,leadteams,buildrelationships,ormanagechangewithoutit.Leadershipandcommunicationareoneandthesame.Whetheritisconductingastaffmeetingwhereyou’respeakingone-to-manyoracatch-upmeetingwhereitisone-to-one,developingandhoningtheskillsofeffectivecommunicationiscriticaltobeingasuccessfulleader. Communicationneedstogobeyondrelayinginformationfromseniorleadersandviceversa.Effectivecommunicationleavesthelistenermotivated,inspired,andreadytotakeaction.Skillssuchasactivelistening,storytelling,difficultconversations,anddeliveringpresentationsshouldbepartofanymiddlemanagementdevelopmentplan.   RelationshipBuilding Buildingstrongrelationshipsintrustandopencommunicationhasneverbeenmorecritical.Morethanever,peoplearelookingforconnections,notjustpersonallybutalsoprofessionally.Theywanttofeelconnectedtotheirboss,colleagues,andorganization. Amiddlemanager’sabilitytoprovidepurpose,presentempathy,showvulnerability,resolveconflict,anddemonstratehumilitywhentheymakemistakes,iscentraltobuildingtrustingandproductiverelationshipswithemployees.IntheVUCAworldwefindourselvesin,focusingmiddlemanagementdevelopmentaroundpeople-centricskillsisparamount.   ResilienceandAgility Beingabletobouncebackfromsetbacks,pivotquickly,andchange,asopportunitiesorchallengesarise,areskillsthatmiddlemanagementneedtoleadtheirteams.Thecurrentbusinessworldischangingrapidly,andthosewhodon’tletchallengesholdthemback,areabletosolveproblemsamidcomplexity,makedecisionsquickly,andunderstandchangeastheonlywaytoremaincompetitivearetheoneswhowillsucceed.  Beinganagileandresilientleader,especiallyduringtimesofcrisis,canbethedifferencebetweenanorganizationweatheringthestormorcompletecollapse.Aswe’vewitnessedoverthelasttwoyears,thoseorganizationsandleaderswhowereabletomakefastdecisionsandabsorbandadapttochallengesaretheoneswhoarecomingoutahead. Tobeprepared,allmiddlemanagersshouldpursuetraininginresilience,agility,adaptability,andleadingchange.Beingequippedwiththeseskillsbeforethey’reneededwillensurethatmiddlemanagershavegreaterresilience,adapt,andleadtheirteamstodothesamewhenthenextcrisishits.   Strategy,Alignment,andExecution Middlemanagementisthelinchpinifacorporatestrategyisactuallyexecutedonthefrontlines.AsSimonSinekpointedoutinhisvideo(foundinthe“WhyMiddleManagementIsSoHard?”sectionofthisguide),middlemanagersaretheoneswhotakethestrategyasdirectedbyexecutivesandimplementittothemasses.However,ifthestrategyisgoingtobreakdown,itwillbreakdowninthemiddle,atthemiddlemanagementlevel. Themiddlemanagementrolesrequireunderstandingandaligningactionswiththestrategicdirection,leadingthechangetoensureasmoothstrategyimplementation,sellingthestrategyandbenefitstotheirpeople,andclosingtheloopwithfeedbackfromthefrontlinetouppermanagement.Todothis,middlemanagersneedasolidfoundationofknowledgeonthefunctionalareasofthebusinesstobeabletocomprehendthestrategy,aswellastraininginchangemanagement.   HowToCreateaPersonalDevelopmentPlan(+Template) Whilethejobofamiddlemanagerneverhasbeenandneverwillbeeasy,italsodoesn’thavetobequitesohard.Asdiscussedintheprevioussection,therearespecificleadershipskillsyoucandevelopthatwillmakeitthatmucheasiertobridgethestrategiesdictatedbyuppermanagementandtheeverydaylifeofindividualsonthefrontline.  Toensureyouareontracktodevelopthoseskillsandachieveyourownprofessionalgoals,itisbesttocreateapersonaldevelopmentplan.Simplyput,apersonaldevelopmentplanisanactionplan.Itoutlineswhatyouwanttoachieve(yourgoals),whatyouneedtodotoachieveit,andhowyouwilldoso.  Toooften,thesethingsexistonlyinourmindsandarenotsomethingweintentionallyplan,track,andmeasure.Apersonaldevelopmentplansolvesthis.Creatingthistypeofdocumentprovidesyouwithmuch-neededstructureanddirection.YoualsohavesomethingtangiblethatyoucansharewithyourleadersandHRteamstosecuresupportandfundingforyourpersonalleadershipdevelopment.  Beforeyougetstartedonyourplan,considerthefollowingtips,andthenwhenyou’reready,beginfillingoutthepersonaldevelopmentplantemplateprovided.    IdentifyYourProfessionalGoalsandVision Firstandforemost,it’simportanttoidentifywhatyourvisionforyourselfis,bothintermsofyourcareerasawholeandspecificallyasaleader.Inotherwords,wheredoyouwanttoendup?Wheredoyouseeyourselfin 2,5,or10years?Next,whatareyourgoalsforyourself?Isthereanythingyouwanttoachieveinparticular,suchasgettingpromotedtouppermanagement?  Bystartingtheprocessofcreatingapersonaldevelopmentplanwiththisclearinyourmind,you’llbemoremotivatedandlikelytocreateadocumentthattrulyreflectsyourneedsandwants.Ifyouneedhelpsettinggoals,tryusingourProfessionalGoalSettingWorkbook.   LookBackatYourPreviousLeaders Youlikelyhavealeaderwhoyouspeakhighlyof;whoseactions,words,andapproachyoutrytoemulate;whoseperspectiveandopinionyouhighlyvalue.Youalsolikelyhavealeader(ortwo)whoyouactivelyseektoavoidbecoming.  Inbothcases,youcanlearnsomethingvaluableaboutyourselfandyouridealapproachtomiddlemanagementthatshouldbereflectedinyourpersonaldevelopmentplan.Forexample,ifyour“bestbossever”wassomeonewhodelegatedchallengingtasksandgrantedyoutheautonomytocompletethem,youmightputspecialemphasisondevelopingthatskill.   ConductaPersonalSWOTAnalysis EverymiddlemanagercanbenefitfromtheinformationgatheredfromapersonalSWOTanalysisandshouldcompletetheexerciseperiodically.ApersonalSWOTanalysiswillinformyouofyourstrengths,weaknesses,opportunities,andthreats.Ifcompletedcriticallyandhonestly,youwillhaveagreatersenseofwhatshould(orshouldnot)beprioritizedonyourpersonaldevelopmentplantomakeyourjobasamiddlemanagereasierandmoreenjoyable.HereareseveralquestionstoaskyourselfduringapersonalSWOTanalysis:    Strengths Doyouhaveanyparticularskillortalentthatmakesyoustandoutfromthecrowd? Whatdoyoudobetterthanothers?  Whatresourcesdoyouhaveaccessto?(ex.Networks,tools,technology)  Whattasks/topicspromptotherstoaskforyourinputorhelp?  Whatdoyourbosses/peers/employeespraiseorcomplimentyouabout?    Weaknesses Arethereanytasksorresponsibilitiesthatyouavoidorfeeluncomfortablewith?  Doyoulacktrainingorexperienceinaparticulartopicareaorskill?  Isthereanyskillorbehavioryouhavereceivedfeedbackorcriticismabout?  Haveyouturneddownanopportunityfromfearoralackofconfidence?  Whathabitsortraitsdoyoufeelmaybeholdingyouback?   Opportunities Whatsparksyourinterestorcuriosityatwork?  Whatresourcescanyoutakeadvantageof?(ex.People,technology,tools)  Isthereaneedortrendinyourcompanyorindustrythatnooneisfillingthatyoucan?  Whatskills,qualities,orabilitiesdoyouadmireandwanttolearn?  Arethereanyprojects,stretchassignments,ordevelopmentopportunitiesthatyoufeelpassionateaboutbeingapartof?    Threats Couldanyofyourweaknessesbecomethreatstoyourpersonalorteam’ssuccess? Isyourrole(orthedemandforthethingsyoudo)changing?  Doyouworktoomuch?Areyouanxious,stressed,orburnedoutoccasionallyorallthetime?Isthisnegativelyimpactingyourpersonallifeorphysicalhealth?  Doyouhaveaccesstothefinancial,emotional,andtechnologicalsupport/resourcesyouneedtodoyourjobwellandimproveyourleadershipskills?  Haveanyobstaclesrepeatedlypreventedyoufromdoingyourjobtothebestofyourability?    ConsiderDoinganAssessment ThereisareasonassessmentsarepartofourleadershiptrainingprogramshereatNiagaraInstitute,andthat’sbecausethey’reapowerfultoolmiddlemanagerscanusetounderstandtheirleadershipbehaviorsandcompetenciesonadeeperlevel.Byselectinganassessmentthatelicitsfeedbackfromyouremployees,peers,andleaders,youwillbeabletocorroborateyourSWOTanalysisfindingsandensureyourpersonaldevelopmentplanaccountsforanyadditionalopportunitiesforimprovementyoumaynothaveidentified.   Downloadthetemplate EditablePersonalDevelopmentPlanforMiddleManagers   LeadershipDevelopmentforMiddleManagers:WhatToLookFor Onceyouhavecreatedavisionforyourselfasaleader,recognizedthechallengesofgettingthere,identifiedtheskillsneededtodoso,anddraftedapersonaldevelopmentplan,it’stimetoseekoutleadershipdevelopmentopportunities.Whenyoudoso,it’simportanttorememberthereismoretothisequationthantraining.Youwillalsoneedprofessionalcoaching,amentor,andsupportfromuppermanagement.   SupportfromUpperManagement Supportfromuppermanagementcomesinmanydifferentforms,allofwhichareimportanttoyoursuccess.First,youneedmoralsupport,especiallyfromyourdirectleader.Youneedthemtohelpyouprioritizeyourdevelopmentamongstothercompetingpriorities,encourageyoutoapplywhatyou’velearned,andoffertocoach.  Second,youneedsupportintermsofresources,likebudgettoenrollintrainingandhireaprofessionalcoach,technologytoautomatepartsofyourrole,orpeopletocontinuetheworkthatneedstobedoneasyoucompletetrainingorpartakeinstretchassignments.   LeadershipTraining Whenitcomestoleadershiptraining,youhavecountlessoptionsatyourfingertipsalongwithanyinternaltrainingprogramsthatyourorganizationprovides.Everythingfromyourlearningstyle(lecture-basedlearningvs.learningbydoing),toyourbudgetandschedule,willimpacttheprovideryouturntoforleadershiptraining.  Themostimportantthingwillbetofindaproviderwhoseprogramswerebuiltwiththeuniqueneedsoftoday’smiddlemanagersinmind,whichmeansplentyoftimeforinteractionwiththefacilitatorandfellowparticipants,practice,feedback,andtoolsthatareimmediatelyapplicable.    ProfessionalCoaching Whiletrainingwillhelpyoudevelopspecificleadershipskillsandtools,therewillinevitablybeareasofyourdevelopmentthatrequiremoreextensivesupport.Thisiswhereprofessionalcoachingcomesin.  One-on-onecoachingwithaprofessionalcoachisatrulypersonalizedexperienceinthatyourcoachisentirelyfocusedonyouandyourneeds.Theyprovideclarityonyourgoals,adviseyouonyourstrengthsandweaknesses,givesituationaladvice,actasasoundingboard,andholdyouaccountable.Nottomention,professionalcoachingarrangementscanbecustomizedtosuityourneeds,timeline,andbudget.    Mentoring Unlikeaprofessionalcoachwhoyouworkwithforasetperiodoftime,amentorissomeonewhoyoucancarryonaninformalarrangementwithforyears,evendecades.Whethertheyareolderoryoungerthanyou,inyourcompanyornot,inyourfieldornot,whatmattersisthattheyhaveexpertiseinaspecificareaorskillthatyouwanttolearn.  Thisishugelybeneficialtothoseinmiddlemanagement,asitgivesyousomeonetoturntowhetheryouneedimpartialadviceonachallengingleadershipsituationorfeedbackonyourcareer’strajectory.   NextSteps Middlemanagementisaboutsomuchmorethanliaisingbetweenuppermanagementandthefrontlineandmonitoringproductivity.Thosewhoaregenuinelysuccessfulandstandoutinmiddlemanagementtodayarethosewhoareinvestedindevelopingtheiremployees,buildingandleadinghigh-performingteams,creatingacultureofaccountability,communicatingeffectively,andtranslatingstrategyintopractical,tacticalplans.  AsFutureForumputitintheir2021researchreport,“Middlemanagers[needtomove]awayfrombeingattendancetakersandhumanroutersofinformationandintocoachesandfacilitators,creatingmomentumtowardobjectivesandleveragingtechnologyforsharingknowledgeandstatusupdates.”  Fortunately,youcanlearntheskillsandtoolsneededtodopreciselythatwithaproviderlikeNiagaraInstitute.Witheverythingfromtrainingprogramsonleadership,communication,businessacumen,andinclusion,toarosterofhighlyqualifiedprofessionalcoaches,andanassortmentofleadershipassessments,youhaveaccesstothesupportandresourcesyouneedtoputyourpersonaldevelopmentplanintoactionandbecomethebestmiddlemanageryoucanbe. GetYourPDF SaveThisForLater Afterfillingouttheform,wewillsendyoutothePDFversionandalsoacopytoyouremailsoyoucanfileitawayorshareitwithyourcolleagues.