The Art of Leading from the Middle: A Middle Manager's Quick Guide

Many successful companies have great leaders. Moreover, they are pivotal in the changes towards growth and improvement. But one misconception of leadership many have is that leaders are always at the top. John Maxwell, one of the foremost authorities on the topic equates leadership with influence. Surely, there’s no mention of being the company’s CEO or president or any executive position as a requirement for leadership. Of course, these people at the top need to lead, but leadership can come from all levels of the organization. Obviously, this great misconception can slow the development of any organization.

In addition, middle managers are instrumental in getting the corporate directives down the line. Likewise, they take principles, ideas and concepts that are often abstract and turn them into concrete, measurable and manageable outputs. For example, look at your company’s mission and vision. Succinctly, middle managers are the ones that transform these philosophies into actual actions.

"The first rule of Leadership: everything is your fault" – A Bug’s Life

This position is wrought with numerous challenges. Middle managers get caught between the instructions from above and the employees. For example, streamline the corporate structure – a.k.a. get rid of some employees; redistribute corporate budget – a.k.a. cut off funding for certain programs or departments. It’s a nasty job. But that’s why you’re there. Not to have a fall guy for the task, but a competent person to bridge the gap.

Likewise, when things go south it’s your fault. But when your efforts produce great results, it’s credited to the executive’s uncanny decision making and leadership skills. Yes, it can be unfair. But, there are companies that give credit where it is due. Does your company do this?

The art of leading from the middle is a task which all middle managers must master. Here are some important tips so that you can influence people in your team and people above you.

It is easy to blurt out agreeable statements just to please the boss. But this neither helps that organization nor establishes your credibility as a leader. Rather, you simply dig a hole that gets deeper and deeper. Worse, you’re digging it for your self and other employees.

Thus, it is imperative to share your HONEST opinion whenever asked. Of course, there is a good way and a bad way of doing this. Blurting out “this sucks” can get you into trouble. On the other hand, highlighting the pros and the cons and throwing in your suggestions can be seen as more productive. There is an art to giving feedbacks to bosses. It is paramount that every middle manager acquires this skill.

To be seen as a competent leader, you need to show that you can actually lead. However, this is more than just shouting orders at people and doing nothing afterwards. Instead, take an active role in the changes that will affect the company. Furthermore, be seen as a critical person in the organization.

Unfortunately, this is no overnight task. In fact, it requires establishing your consistent role as an influencer in the organization. Start from the small things and work your way up. Moreover, remember that influencing from the middle means being trusted by other people.

"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it."– Theodore Roosevelt

For the record, this is not following your boss around and becoming a tushy-kissing employee. Rather, be there to augment your boss’ skills and knowledge. Becoming the wingman means providing the needed follow through on projects and tasks. Also, there are times when you have to remind others about specific tasks and events that have to be accomplished. As a wingman, you become a resource so others can accomplish their tasks. You have something to offer the organization so give it.

This is more than making a pot of coffee. In fact, it’s being useful to your boss and your subordinates. When the company sees your contribution, they will rely on you more. There are many instances when I tell people that they should be happy when they have lots of things to do. This means the top guys trust them to do many tasks. Besides, employees must be wary when the company takes away tasks from them. Slowly, they may find themselves without employment.

Being the go to person entails a wide breadth and depth of knowledge. The more that you know becomes a powerful tool for your success as a middle manager.

One essential task of middle managers is to improve their processes. Whether it’s cutting cost, speeding up delivery or improving quality outputs, middle managers need to be in constant look out for innovations.

Innovation requires that you know your process well. So if you have no clue what your department is doing, now is the time to read the department’s manual. If you don’t have one, probably you need to start making one.

Also, you need to learn from others. Check out other departments and what they are doing. The best practices in one department may be the key to your department’s success. Moreover, why stop at other departments, you may even want to explore what other companies are doing. There’s an innumerable sources of innovation. Start looking where you have not searched before. Surely, you will find something worth implementing in your company.

• Prove your worth as a leader
• Share your honest opinion - when asked
• Be your boss' wingman
• Be the Go-to guy/gal
• Help innovate
• Widen your perspective
• Invest in relationships

As middle managers, you should put on a different set of spectacles. You no longer worry about “what’s in it for me” but rather, think about the department, the division, the company and the industry. Of course what you can benefit from your action is still important, but you should see your work through a bigger lens.

A wider perspective helps you decide on matters that will affect not just yourself, but your co-workers and other departments. Moreover, having a wider perspective will help you see the interrelationships of different departments and divisions. When you connect the dots between departments, you will eventually see how everything works together. Conversely, this will also give you an idea about the pitfalls that hamper your company’s success.

Ultimately, having a wider perspective allows you to see every person’s role in the department. Then, you will see how that department affects the company. Finally, you will gain a deeper appreciation of how your company influences the industry.

Widening your perspective does not come naturally for many. It’s a conscious undertaking to see beyond what others may see.

It’s fairly difficult to influence people if you have not established a healthy relationship. As such, investing in relationships is the most important venture any person can make. But be wary, this is not about being Mr. Congeniality. Rather, it’s about building a strong connection founded on trust and respect.

• Remember that the workplace is a melting pot of different people – respect the differences
• Create a professional working relationship with everyone
• Listen to people, “listen to others, even the dull and ignorant; they too have their story” - desiderata
• Help other employees develop and succeed
• Value opinions of others
• You can’t do everything so learn ask help from others

The quality of your relationship can dictate the quality of your leadership. So start nurturing every relationship that you have.

Any person can lead. But since you are delegated the middle manager position, it is your responsibility to lead the people. The art of leading from the middle is no easy endeavor. Obviously, this is why you are there. Middle managers have tremendous power. Most do not recognize it thus they fail to harness its power.

Remember that leadership is not where you are in the corporate food chain; it’s how you influence people all around you.

So, are you ready to lead from the middle?