I work with a lot of managers – from first-time managers to experienced senior executives. I’ve also had several management and leadership roles myself.
And there is no doubt in my mind that the toughest gig is that of the middle manager.
Not quite at the top of the tree in management terms, and not one of the troops – middle management can be a bit of a no-man’s land (or no-woman’s land 😉 ).
When they’re working at their best, middle managers can be the oil that greases the wheel of organisational performance. At their worst, they can be a perma frost – causing or exacerbating friction between staff and board-level leadership.
When I develop managers – whether through coaching, mentoring or training – the biggest thing I find is that they feel overwhelmed. Primarily because they’re getting it from all directions.
So, how can you stop the deluge…
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