Middle Managers, Often Unsung and Unsupported
Not everyone who is good at their specific responsibilities has the strong management instincts, emotional intelligence, and leadership chops to take on one or more direct reports. Living their work lives between the C-Suite and the front line, middle managers must hold down their own important tasks and workflows, lead and support a team and ensure that those up the line are satisfied with overall performance. Often the minutiae involved in middle management roles keeps them from the most critical task of managing people.
I often share a simple story about a hypothetical automotive assembly line where someone's job is to put the right front tire on each car as it passes. When showing competence in that role, the individual is then asked to place both tires on the right side of the car; and then asked to put the door on and is soon managing a team that is assembling the entire car poorly. Why? Because that person was really, really good at putting the right front tire on the car.
But let’s say that this person desired a promotion and had shown strong instincts toward management. The next best thing is for leadership to ensure they participate in professional development activities, including coaching, to fill in the blank spaces.
Leadership must also commit to guide new managers as they onboard to their new role. The success of this newly promoted manager requires an investment of time and energy to hone the skills necessary to inspire and lead other humans. Organizations need their middle managers happy and healthy and adding to their toolkit is a good start.
It's critical that promotions to people manager roles are made because the person is exhibiting the instincts of a strong manager and desire to be one. Otherwise, keep them in an individual contributor role and let them be rewarded for that.
Strong individual performance does not automatically make someone suitable for team leadership. This is a place where we can truly try better when so many are counting on it.