Every time we enter a company and begin to understand its structure and functions, demands quickly arise regarding middle management: whether they need to be trained, whether they are assuming all their responsibilities, whether they make decisions, whether they "take charge," etc.
In general, some situations are also repeated, regardless of the type of industry or service company we work in:
- People reached that position because they were excellent technicians, knowledgeable in their field, trusted people, and/or had many years of experience in the organization. In general, no one evaluated whether they had the necessary management skills.
- Their lack of decision-making skills is criticized. However, it's rarely clear how far they can go without being exposed by their bosses and criticized by their colleagues.
- In more traditional organizations, they are burdened with achieving certain results without the ability to choose their teams, their ways of working, or both.
However, once the challenge of being a "chief" has been accepted, there are responsibilities related to what we call, along with Peter Senge, "local leadership," which are non-transferable (and difficult to "kick" upwards).
What are they?
Middle managers are responsible for the work environment in their teams.
While there may be difficult circumstances in the company, as leaders of a group, middle managers have a lot of control over the mood at the local level and it is by developing certain skills and handling certain tools that this responsibility can be carried out (building a group vision, managing performance, maintaining transparent and continuous communication, providing resources, etc.).
Middle managers are responsible for the development of their employees.
Yes. Because they know them (or should know them) and understand their strengths and opportunities for improvement. Promoting the transfer of knowledge, skills, and attitudes within the work team is effective, regardless of whether there is any additional training activity within the company.
Middle managers are responsible for negotiating (and justifying) the necessary resources.
What a topic this is! I'm not saying they're responsible for ensuring that these resources exist. But they are responsible for making every effort to secure them. Because this will be valued by people regardless of whether they materialize or not.
Middle managers are responsible for planning operational matters correctly.
Assigning tasks and managing time and deadlines are fundamental responsibilities for those in charge of a group of people. This allows them not only to achieve the required results, but also to correctly analyze and distribute workloads and delivery dates for products and/or information.
Conclusion
A well-functioning middle management team will proactively create a constant stream of new initiatives to solve problems and realize new opportunities. On the other hand, fostering a space for support and sharing experiences among them will act as a source of solutions to everyday problems.
This is where the importance of comprehensive training lies, tailored to the company's needs and organized to cover all aspects related to the position these individuals occupy.
The essence of excellent management is excellent education. We can only create innovations and move forward if our middle managers are capable of operating on their own.
Developing the capabilities of middle managers is a strategic decision for the organization. They are then responsible for successfully implementing the processes and/or products that enable the company to gain competitiveness, sustain its position, and grow in the market.
Until next news,
Lic. Viviana Liptzis
Master of Arts in Organizational Development and Behavior.
PhD candidate in Gender
