PURPOSE & IMPACT

Category: Career (page 2 of 2)

Feeling Stuck In The “Middle”? Life In Middle Management…

Middle managers are a very interesting group for study in any organization.  From various conversations and experiences, I’ve observed multiple challenges and frustrations faced by this group.  They seem to hold a lot of power, influence and operational responsibility in the organization but there are frustrations from different directions.

Many experts in recent years have called for a radical rethink of how organizations are structured, doing away with traditional corporate hierarchies and suggest that middle management is not helping and holding organizations back.  Some have even advocated doing away with middle management.  During many reorganizations or restructuring programs in organizations, ‘delayering’ the organization is one of the top principles adopted.

There have been discussions on “Is It Time To Abolish Middle Management?”, “Are Middle Managers Becoming Obsolete?”, and “The End of Middle Managers”.  In India, there have been concerns about creation of a mid-level that don’t possess the required competencies because of lack of experience, improper skill-building and almost negligible grooming by seniors.  A 2014 report by the Australian Institute of Management indicated that middle managers are underperforming and organizations have promoted technical specialists to middle management ranks without investing sufficiently in developing the leadership and management skills.  An Accenture post earlier this year stated that If IT has displaced middle managers in the information flow, digital obliterates the hierarchy they call home.  According to them, there is a silent crisis in most organizations – too many administrators and not enough real managers.  In short, middle managers are in the limelight and their activities and value to organizations are under the microscope.

A 2010 Boston Consulting Group & World Federation of People Management Associations paper reported that middle managers are critical to improving overall employee engagement and corporate performance.  They act as a bridge between top managers and team members.  Though they see the vision at the top of the organization and the pain at the bottom, they frequently do not have the support of senior management or effective levers to do their jobs and provide assistance to their employees.

Who are middle managers?
A logical way of defining middle managers is to identify the group between senior and front-line managers in the organisational hierarchy.  Middleness can have several dimensions: middle of a command hierarchy; middle in terms of time-scale and scope of decision between strategic and routine supervision; middle in terms of organizational impact.

How could we address some of these issues, at the individual and organizational level?

At the organizational level:

The BCG/WFPM study advocated:

  •  Delayering the organization and creating larger exciting roles for middle managers, in order to remove the barriers that frustrate them and encourage initiative.
  • Empowering managers to act by giving them levers and authority to succeed, but making sure they understand what is required of them.
  • Accelerating leadership skill development.

Managing time and priorities are normally the most difficult aspects for this group.  As a result of round the clock operational and team responsibilities, they find very little time for their own development which holds valuable impact for their stakeholders.

Becoming a middle manager often involves a significant shift in mindset from personal achievement to gauging success based on the accomplishments of a team (Refer recent post on “Transitions“).  Experts have suggested that the biggest leadership training impact may come from blending experiential on-the-job learning, coaching and feedback with formal classroom training.  This group could benefit a lot from coaching and mentoring – due to the thinking space that is normally hard to come by due to constant operational pressures, multiple topics that they may feel insecure or uncertain to discuss with their leaders and high stress in juggling multiple responsibilities professionally and personally.  The need for active dialogue, support and empowerment from senior leadership is high.  Senior leaders can also help build clarity in expectations.  HR teams can also play a key role in facilitating development and communication channels.

Mastering the art and science of managing talent needs to include a combination of multiple structured learning/development modes and cycles.  One may say this is not rocket science.  I heard a rocket scientist remark recently that rocket science was easier compared to managing people.  It is extremely important to not underestimate this aspect.

At the individual level:

If you’re a middle manager, you have to take the responsibility for your own development and success.

In between all these discussions of streamlining, restructuring and even doing away with middle managers, it is quite obvious that middle managers hold the potential to add a lot of value to organizations.  Even Google found with the help of analytics that middle managers do matter.

What could be some development targets, irrespective of the organization or technical nature of one’s role?

It is advisable to start working on developing one’s own leadership skills, mindset and behaviors in the early stages, utilizing multiple avenues.  The earlier one can build self awareness and emotional intelligence capabilities, the better.  The journey to leadership maturity has to start early (Check out References- video of Dr. Dave Ulrich defining the Leadership Code).  Getting selected to a leadership position would be excellent but an unprepared and immature leader can create a lot of damage to his or her reputation, an organization, careers and lives of many capable individuals.

The BCG/WFPM paper states that middle managers must be effective communicators, implementors and trust builders.  They will focus on outcomes, not overmanaging.  Middle managers need to be able to understand the corporate vision and strategy.  They must know how to develop and motivate their staff.  Related skills that seem to stand out are communication skills, ability to build trust, credibility, empowerment, execution/implementation, high performing teams and organizations.

Lynn Isabella, an associate professor at the University of Virginia Darden School of Business writes that the role of translator is a new leadership paradigm for middle managers. Being a translator means being an interpreter.  A huge advantage of being a middle manager is access to those in the organizational trenches.  They need to speak the language of top management as well as that of others lower down in the company. They need to understand strategic thinking and the language of finance, accounting, marketing, operations and human resources.

Periodic conversations with individuals from various backgrounds and different stakeholders will help a lot.  How many middle managers do we normally see so busy and caught up with their work, that they have no time for any conversation outside their own delivery? Building a diverse network could also result in a healthy support group.

According to Accenture, a middle manager of the future will know how the company wins at a conceptual and customer level. Making money is one thing, knowing how and why you make money gives you the ability to make even more. There will be recognition regarding the difference between critical and commodity capabilities.

Prioritizing and right judgment/decision making become very important skills to develop.  Middle managers play an important role in developing future talent, leadership and in determining the quality of the work environment through their behaviors and practices.  How would you want to feel during most of your time awake in life – at work with your colleagues or stakeholders?

It may also be a time in the career when comfort zones may look very attractive and there is a reluctance to take on risks or different assignments.  In today’s changing world, if you are not taking on challenges of different nature and complexity levels, the risk of becoming a ‘sitting duck’ for future reorganization/restructuring efforts is high.  Worse still, would be to look back and think where or how my uneventful last ten years of life went?

The writing on the wall seems to be clear.  There will be fewer middle managers in the future and they will have more challenging requirements, competencies and responsibilities.  Some organizations may experiment successfully with none, which may depend on factors like size, scope, type of work, industry etc.

Hopefully, reading this will trigger ideas on focus areas for your development as a middle manager.

I wish you meaningful growth and success.

References:

  • The contingent role of management and leadership development for middle managers, Patrick McGurk, London School of Economics – http://etheses.lse.ac.uk/277/1/McGurk_The%20contingent%20role%20of%20.pdf
  • Is It Time To Abolish Middle Management? – http://www.psychologytoday.com/blog/wired-success/201403/is-it-time-abolish-middle-management
  • Are Middle Managers Becoming Obsolete? – http://business.financialpost.com/2014/03/09/are-middle-managers-becoming-obsolete/?__federated=1
  • The End of Middle Managers – http://www.forbes.com/sites/davidkwilliams/2012/07/10/the-end-of-middle-managers-and-why-theyll-never-be-missed/
  • How the middle management became India Inc’s biggest headache…. – http://articles.economictimes.indiatimes.com/2013-04-12/news/38464091_1_ms-unnikrishnan-skill-gap-india-inc
  • Middle Managers – Evaluating Australia’s Biggest Management Resource – http://www.aim.com.au/sites/default/files/AIM_MiddleManagementSurveyReport.pdf
  • Creating A New Deal For Middle Managers – BCG/WFPMA – http://www.bcgindia.com/documents/file52425.pdf
  • Redefining middle management in a digital world – http://www.accenture.com/us-en/blogs/digital-business/archive/2014/02/11/redefining-middle-management-digital-world.aspx
  • 5 Ways To Save Your Middle Managers From Burnout – http://www.fastcompany.com/3028674/leadership-now/5-ways-to-save-your-middle-managers-from-burnout
  • The Happiness Machine – How Google Became Such A Great Place To Work – http://www.slate.com/articles/technology/technology/2013/01/google_people_operations_the_secrets_of_the_world_s_most_scientific_human.single.html
  • Video – Dave Ulrich – Defining the Leadership Code – https://www.youtube.com/watch?v=FC6p9yXdOjE
  • For Middle Managers, The Power Is In Translation – http://www.washingtonpost.com/business/capitalbusiness/for-middle-managers-the-power-is-in-translation/2014/01/10/53bde1b6-610b-11e3-bf45-61f69f54fc5f_story.html

 

How Much of You Is Your Job Title or Position? Importance of Humility & Wisdom

To my dear friends, colleagues and readers,

Here are some questions for you:

If you were to lose your important position, title or social status today,

  1. What would happen to you?
  2. How would you feel, behave?
  3. How would your existing relationships shift? How would they respond?

Many people in today’s world seem to lose touch with their authentic selves once they get used to the trappings of an important corporate job, title and perceived power. Humility goes down. Arrogance creeps in. Ego grows rapidly. Respect factor goes down. A feeling of invincibility kicks in.

One starts believing or over relying on one’s belief, status of positions and unconsciously start feeling that these will last forever.

Why does one need to reflect and be aware of the line between confidence and over confidence/arrogance?

Like most things in life, nothing lasts forever.  Life involves ups and downs, successes and challenges, pleasures and pains. Sometimes, unexpected shifts in one’s life can cause lots of pain, be humbling and bring one to reality that we are  all in fact mortal. They may come forth in the form of unexpected job challenges, health issues with self or loved ones, losing someone close, personal issues etc.

If most of your relationships are formed and defined around your perceived social status and not your authentic selves, it may be helpful to be prepared for surprises and pains when life starts to present difficult moments.

It is helpful to be in touch with one’s own authentic self and values.  When the rough times appear, this prepares one more to maneuver through, similar to an anchor that holds a ship stable in rough waters. In today’s socially networked world, corporate or social hierarchy does not necessarily indicate level of influence or impact. Therefore, it’s helpful to be aware of arrogant behavior and where that may or may not lead one to.

Letting go of the trappings even for a bit can be a refreshing experience and reality check for oneself and the world of relationships.

I think most of us go through similar scenarios as we progress in our careers and lives.  What is important is to build awareness, consciousness, learning and wisdom. This will help to navigate rough waters whenever they come next.

According to Professor Ursula Staudinger, a life span psychologist and professor at Columbia University, true personal wisdom involves five elements. They are self-insight; the ability to demonstrate personal growth; self-awareness in terms of your historical era and your family history; understanding that priorities and values, including your own, are not absolute; and an awareness of life’s ambiguities.

Wishing you humility, wisdom and true success in your journey.

Additional Suggested Reading: Top 5 Regrets of the Dying

Few Notes of Wisdom for Reflection from ‘How Will You Measure Your Life?’ (Book by Clayton M. Christensen, James Allworth, Karen Dillon)

  • Solving the challenges in your life requires a deep understanding of what causes what to happen.
  • “The only way to be truly satisfied is to do what you believe is great work.  And the only way to do great work is to love what you do.  If you haven’t found it yet, keep looking.  Don’t settle.  As with all matters of the heart, you’ll know when you find it.” – Steve Jobs
  • Too many of us who start down the path of compromise will never make it back.
  • What’s most important to you in your career?
  • Problem is that what we think matters most in our jobs often doesn’t align with what will really make us happy.
  • Good intentions are not enough…spend your resources consistent with your intentions.
  • The opposite of job dissatisfaction isn’t job satisfaction, but rather an absence of job dissatisfaction.

Changing Jobs?

Almost everyone you speak with nowadays mentions some major change and related initiative happening within the industry or organisation.

Individuals are moving through different jobs with increasing frequency. The median number of years that wage and salary workers had been with their current employer in the U.S. was 4.1 years in January 2008.(1)

It therefore becomes critical that an individual understands the key elements for quick and effective transition across jobs and organisations, and develops the ability to learn and unlearn in shorter cycles.

Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. Successful executives have strong and active learning patterns from key job assignments. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.(2)

Peter Drucker wrote, “Knowledge becomes obsolete incredibly fast.”

Almost all jobs have the following core learning components that are critical for effective delivery. I believe that strong awareness and mastery over these elements provide us with the agility to transition and succeed across jobs and organisations quickly.

* SUBJECT MATTER/BODY OF KNOWLEDGE
Every job involves some specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and academic learnings.

* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.

* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. Having a good understanding of how they work and are applied could substantially increase overall efficiency.

* PERSONAL NETWORKS
In my opinion, this is one of the most important elements. It includes both internal and external networks of personal relationships that allows us to function with a high degree of effectiveness. In many instances, the personal networks are critical for achieving the ‘extra mile’ of success and to managing crises. In most instances, people go beyond the specified requirements of a process if there is a strong existing relationship with the specific individual. These relationships are also critical links to tacit knowledge that’re often unavailable on formal knowledge management systems or databases. Treating people with respect and empathy normally will get you valuable help and inputs on the organisational culture, especially during the tough transition phase. It also helps us to build our network quicker.

* USING EXPERIENCE/WISDOM
This is gained through the application of knowledge in a variety of situations and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very relevant and important for managers and leaders as a lot of judgment is involved in making important decisions. Many of those decisions would not have defined or single answers.

Understanding and focusing on the core elements of work transitions have a big impact on our effectiveness.

The elements mentioned above clearly relate to the concept of ‘Learning Agility’ (Eichinger & Lombardo), measured through four key facets: (a) Mental Agility (b) People Agility (c) Change Agility and (d) Results Agility.(3)

Please share your experiences and observations. This is a very useful and relevant topic for many individuals.

References:
(1) Bureau of Labor Statistics, Friday, September 26, 2008, EMPLOYEE TENURE IN 2008

(2)(3) The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by Kenneth P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang

Rethinking Work In A Flat World (from “The World is Flat”)

I recently finished reading “The World Is Flat” and found the following thoughts from Tom Friedman to be extremely interesting.

* The key to thriving, as an individual, in a flat world is figuring out how to make yourself an “untouchable”. “Untouchables” are people whose jobs cannot be outsourced, digitized, or automated.

Couple of key categories that untouchables in a flat world will fall into:
a. People who are really “special or specialized”.
b. People who are really “localized” and “anchored” (jobs must be done in a specific location either because they involve some specific local knowledge or because they require face-to-face, personalized contact or interaction with a customer).

* Key Roles in a Flat World
1. Great Collaborators and Orchestrators – Collaborating with others or orchestrating collaboration within and between companies.
2. Great Synthesizers – Creating value by synthesizing disparate parts together.
3. Great Explainers – Seeing the complexity but explaining it with simplicity.
4. Great Leveragers – Leveraging technology, designing programs that enable others to work smarter and faster.
5. Great Adapters – Applying depth of skill to a progressively widening scope of situations and experiences, gaining new competencies, building relationships, and assuming new roles. Capable of not only constantly adapting but also of constantly learning & growing.
6. Passionate Personalizers – Giving personal, special touch and real passion to a normal task.

The most important ability you can develop in a flat world is the ability to “learn how to learn” – to constantly absorb, and teach yourself, new ways of doing old things or new ways of doing new things.

Why Is The Knowledge Landscape Changing Quickly

The internet has changed the world completely.

Access to information and knowledge in any part of the world today provide great opportunities for anyone with the curiosity, interest and drive to learn. It also enables the mutually beneficial exchange of knowledge among all levels of the ‘knowledge society’.

‘Knowledge power’ is not the special privilege for a select few anymore.

Individuals and organizations would have to be very careful not to be arrogant about their past successes, about what they know or where they are currently. Openness to ideas and feedback from individuals or groups from any part of the world could be highly critical to success in the internet world.

This also means higher levels of transperency. Insensitivity to or negative feedback from the customers, markets or communities can quickly be communicated and shared across the world.

More Questions than Answers

My first post relates to my quest to find specific answers for many questions on business management practices and responses from different individuals, in academia and business. I wanted to find one best answer to different questions that could be applied across multiple environments.

I’m learning that though there are multiple possibilities, the key to succeed is to figure out the unique factors and what’s most relevant to a particular environment.

There seems to be no one best tailor-made solution or answer for a problem in the world of management. Different variables influence the approach and solution. Some approaches that work really well in one environment might produce undesired results in another. The future world of management and consulting could hold far more interesting challenges, considering the speed of change and global access to information in today’s world.

So, how might one navigate through the complex business world?
Being sensitive to the environment and the ability to discern by asking more questions could hold the key.

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