I am currently working with a coachee who has been a middle manager in a tech company for 4+ years. The other day, he candidly shared he recently came to the realization that his imposter syndrome and deep-seated insecurities had a distinct source — his constant perception that his value within the organization remained under scrutiny. It's a scenario that resonates with many middle managers who, at times, grapple with stereotypes like "real work" being divorced from managerial roles. Statements such as, "I could never be a manager; I prefer doing actual work," or the notion that managers simply revel in bossing others around can be disheartening. While this middle manager is eager to contribute significantly to his company, his journey is often accompanied by skepticism, both from senior leadership and the employees he manages.
Recent years have witnessed skepticism surrounding middle managers, with some organizations considering them expendable in a bid to cut costs. Meta's Zuckerberg told analysts in February 2023 that Meta plans “on removing layers of middle management to make decisions faster.” According to Zuckerberg, “a leaner org will execute its highest priorities faster.” Yet, as economic uncertainties persist and crises, such as the global pandemic, continue to challenge businesses, the significance of effective middle management in fueling productivity, adaptibility, and efficiency has never been clearer.
A recent McKinsey study titled "The Value of Middle Managers" bolsters the argument that middle managers are not expendable but rather a business imperative. The study's findings reveal that organizations boasting top-performing managers outshine those with average or below-average managers in total shareholder returns (TSR) over a five-year period. This undeniable link between middle management quality and shareholder returns underscores the financial stakes at play. It underscores the immense opportunity organizations possess to invest in the development of their middle managers, particularly in times of uncertainty.
Middle managers occupy a unique space in organizations, bridging the gap between top leadership and front-line employees. Their role is more than just that of intermediaries:
They are the connective tissue that holds teams and enterprises together.
They foster an environment of inclusion and psychological safety, which is essential for individual and group success.
Far from maintaining the status quo, they drive productivity and infuse work with meaning and engagement.
They transform high-level strategies into actionable plans, ensuring efficient communication and execution.
In doing so, they provide guidance, mentorship, and support to their teams, fostering a culture of engagement and accountability.
As change agents, they play a pivotal role in driving transformation and maintaining organizational agility.
Google's Experiment to Eliminate Middle Managers:
To understand the significance of middle managers, one can reflect on Google's experiment in 2002 when they attempted to eliminate management positions, aiming for a flat organizational structure. The assumption was that the quality of a manager did not matter, and they were often seen as bureaucratic hindrances. However, the outcome was far from expected — employees were left without direction, guidance, and basic support. Chaos ensued, with employees struggling to define priorities and motivation dwindling. Google's experience served as a stark reminder that middle managers play an essential role in maintaining productivity and organizational alignment, and middle managers were reinstated soon after they were eliminated.
Following on from this experiment, in 2008, Project Oxygen, an initiative to uncover the traits of Google's best managers, gathered a wealth of data, including performance reviews, surveys, and nominations for top-manager awards. The findings challenged the notion that technical expertise was paramount for managers. What emerged were the "Eight Habits of Highly Effective Google Managers" a blueprint for managerial excellence that transcended technical expertise:
(**another two were added in later years and can be found in the image above)
Masterful Coaching: Exceptional managers go beyond traditional roles; they become trusted coaches who empower their teams to flourish.
Empowerment Over Micromanagement: Effective managers understand the importance of autonomy. They empower their teams, fostering an environment where individuals can take initiative without excessive oversight.
Genuine Interest in Employee Success: Great managers care about their team members' success and well-being. They invest in their growth, both professionally and personally.
Productivity and Results Focus: Exceptional managers set the tone by being productive and relentlessly results-oriented. They inspire their teams to achieve their best.
Communication Excellence: A hallmark of great managers is their ability to communicate effectively. They not only convey their ideas clearly but also excel in listening, creating a culture of open dialogue.
Career Development Advocates: Outstanding managers are committed to their team's development. They actively support and guide employees on their career journeys.
Visionary Leadership: Effective managers have a clear vision and a strategic plan for their teams. They inspire their colleagues to share this vision, working together to achieve common goals.
Technical Proficiency: While not the sole focus, technical skills remain essential for managers. Exceptional managers possess the necessary technical acumen to provide valuable guidance and support to their teams.
These eight habits aren't just a list; they are a guiding light for Google managers and, by extension, for organizations seeking to elevate their management practices. The impact of these habits resonates far beyond Google, demonstrating that effective management is a combination of skills, attitudes, and behaviors that empower teams and drive organizational success. Supporting Middle Managers: Actionable Steps
Effective management is not an innate skill; it's cultivated through a combination of factors. Managers display exceptional behaviors when they have clear expectations, targeted training, a sense of purpose, inspiring role models, and support systems in place, including structured roles and rewards. Recognizing the indispensable role middle managers play in organizations, here are actionable steps to revitalize and bolster their effectiveness:
Assess your organization's structure and role design: Managers can't be expected to excel as inspirational leaders and strategic thinkers if they are bogged down by competing demands and lack the time to step back and envision the bigger picture. Once their structural foundation is solid, you can focus on capability building, enhancing their experience, and implementing accountability mechanisms. By taking these steps, you empower middle managers to become the catalysts of organizational excellence they are meant to be.
Clarify Purpose: Ensure your organization possesses a clear statement of purpose that aligns seamlessly with the purpose of your managers. A shared sense of purpose can provide them with a powerful motivational anchor.
Retain Talent: Nurture your talented managers by strategically promoting them within the managerial track. Assign them to high-impact roles where their abilities shine, and offer competitive compensation packages that demonstrate your commitment to their growth.
Highlight Desirability: Shift the narrative surrounding managerial roles. Emphasize that these positions are not stepping stones but rather destinations for meaningful career growth. By portraying them as desirable career destinations, you can attract and retain top managerial talent.
Promote Collaboration: Encourage your managers to come together, fostering a community of learning and knowledge sharing. Best practices and insights can flow seamlessly when managers collaborate, enhancing their collective skill set.
Foster a Culture of Openness: Cultivate an environment where managers feel safe and encouraged to voice systemic issues and propose potential solutions. This openness can lead to innovative problem-solving and a healthier organizational culture.
Show Compassion: Recognize the unique challenges that managers face daily. From balancing multiple responsibilities to navigating complex decisions, managerial roles can be demanding. Offer them the support and resources they need to thrive.
In conclusion, middle managers are far from expendable; they are the backbone of effective organizations. As organizations navigate volatile times, investing in middle managers becomes crucial for resilience and operational flexibility. Companies should empower middle managers with the tools, resources, and training they need. Senior leadership should recognize their ability to translate strategy into action, drive change, and cultivate collaboration. Rather than eliminating middle management, organizations should harness their potential to lead in an ever-evolving business landscape, making them more agile, resilient, and adept at navigating the complexities of the modern world.
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