How to Cure Middle Manager Malaise

Truly. . pity the mid-level manager. . . typically, not compensated all that well and usually expected to be both an hands-on worker and people leader.   

This position is, however, critical to the success of the team.  It is unfortunate then that often these positions turn faster that a windmill in Kansas. . .and that the person in the position often isn't very effective.    In a worst case scenario, I've witnessed middle managers sabotage both strategies and tactics with these key phrases:

• "I don't know - they really don't tell us anything."
• "The company insists it be done this way. . .it is very frustrating."
• "You'd have to ask management." (Note the irony that this statement comes from, in fact, a manager.)

No matter what high-level morale and brand building initiatives there are, middle manager indifference, apathy or lack of understanding can sink them.  Here, then, are ways to cure mid-manager malaise.

Hire the Right Person.    Don't hire a person simply because they are doing a great job in the current position. . .hire a person who is doing a great job AND who wants to manage people.    The problem with many occupants in mid-level management is that they took the job simply as a promotion and a way to earn more money.   Be sure that the successful mid-level management candidate wants to lead the workforce.

Tell Them Why They are Important.  Certainly we (should) believe the team is important.    Hopefully you think you are important.   The CEO is important.   Often, however, we neglect to loop the mid-level manager in on why they are important.      

And they are  - otherwise you wouldn't spend the money for the position.     If you a need a few clues as to why they are important - here goes:    they are responsible for part of the workforce,  they are integral connectors from top-level management to teams, they often see first hand what is going on and can be strong solution builders.    The list goes on.

Communicate Like They are Important.  Often corporate communication goes like this.   Top management communicates key initiatives or tactics in person  to the next level.   By the time the communication is passed on to the mid-level manager it is often in the form of a dreary e-mail,  mind-numbing conference call or a webinar/video that has all of the excitement of gravel (Seriously, if you think people aren't snoozing on the receiving end - you need a reality check).

Nothing beats face-to-face communication - if at all possible, make it happen.

Treat Them Like They are Important.   As much as possible, involve them in decision making, team meetings and corporate events.   If it becomes too expensive, create "local" events just for them.   It is a professional growing opportunity for both the mid-level manager and. . . you.

The sincere expression of gratitude, the honest request for input and the desire for each individual to be an important functioning team player goes a long way toward curing middle manager malaise.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available for  e-readers, tablets and PCs on Amazon Kindle.