Not a Dinosaur: Re-Inventing the Middle Manager

Far more than previously thought, the success or failure of major organisational change and innovation hinges on the involvement and effectiveness of middle-level managers (MLMs).  Leading from the top and having the brightest and best strategies for change and innovation is not enough to ensure successful outcomes.

A recent research study of 56 companies that had gone through major change initiatives revealed that nearly 68% failed to achieve the anticipated benefits and outcomes.  It is worth pausing and thinking about how much capital, time, human resources and energy were wasted in the 68% of failed change efforts. Of course, the full costs of these failures are never calculated; suffice it to say, they would make the average board director or senior executive feel giddy and go weak at the knees. 

Middle Managers:  Are they the Unsung Heroes of Change Initiatives?

So what did the study reveal as the main differences between the organisations that successfully implemented change and the 68% that failed?  Surprisingly the key difference is the involvement and effectiveness of the middle-level managers who operated as the "levers of change, influencing those above and below them in the corporate hierarchy."  

For large change initiatives to be successful (the other 32% of organisations) senior executives and change managers must involve and empower their MLMs from the earliest stages of the project.  From the study, here are three ways to do so: 

(1) Inform your MLMs how the changes will align with their own personal and professional aspirations.  In this way, they will understand what it means for them and will be personally connected and involved.

(2) Gain their active involvement and contributions in cross-boundary and cross-functional teams.  

(3) Ensure that MLMs are directly involved and become responsible for the changes. Their ownership of the change initiative increases when they are able to decide what is going to happen, how and when. 

A key reason that a large proportion of change initiatives failed over the last two decades is the high number of MLM roles that were stripped out of the organisational structures.  The rationale that middle management could be replaced or replicated by computer technologies is now being called into serious question.  The real worth of having an actual live manager two levels or so down from the CEO to facilitate the success of change is revealed in this study.  

It turns out that middle managers are not the dinosaurs of the 21st century organisation.  We should stop perceiving them as expendable and making these roles redundant.  From this study, it is clear that the organisations that retained and valued their middle managers have been rewarded by the success of their change initiatives over the last two decades.  

Let's acknowledge the high worth and raise the status of the middle manager in our corporate, government and non-profit organisations. I believe the time is overdue to review, reinvent and promote the success-critical role of the MLM.  What are your thoughts?

Lynne Lloyd 
Managing Director 
People Results 
Executive Coaching and Talent Development Programs
1300 167 981 
enquiries@peopleresults.com.au 
www.peopleresults.com.au  (We apologise that our website may be offline.  We are currently designing and constructing a new site, ETD 3rd July 2013.) 

Don't Let Go

It is hard to imagine that a two-time Academy Award winning actress would have to fight for a part in a movie.  Yet that is exactly what Sally Field had to do to keep her grip on the role of Mrs Lincoln in the recent Speilberg movie.

In 2005, Steven Speilberg cast Liam Neeson as President Lincoln and Sally Field as Mrs Lincoln.  But the project stalled, different writers came on and it took a long time to get the right script.  In the meantime,  Liam Neeson dropped out of the project.  Speilberg went after Daniel Day Lewis who was reluctant but eventually agreed to play the iconic role of Lincoln. 

During these years, Sally Field waited patiently to play Mrs Lincoln.  Sally was deeply convicted that the role of Mary. Lincoln was hers, even to the fact that Mrs Lincoln was 5’ 2” tall and so is Sally.  But when she learnt that Daniel Day Lewis had agreed to play Lincoln, she felt “in her gut” that Speilberg would not want to keep her in the movie.  There was an age difference, Sally being ten years older than Day Lewis.  And Mrs Lincoln was ten years younger than her husband. 

Her instincts were right:  Speilberg didn’t see her in the movie with Day Lewis.  Sally pleaded with him, “You’re wrong Steven….You’re wrong.  I won’t let you walk away from me.” 

Sally had to dig in and fight for the role.  Even though she had two Oscars on her mantlepiece, she put herself through a casting process that included two screen tests, one without Daniel Day Lewis and one with him.  She was driving when the call came in from Speilberg who asked, “Will you be our Mary?”

Will the real Mrs Lincoln stand up please?

  

Sally’s is a truly wonderful performance as Mrs Lincoln.  We have all been richly rewarded by her tenacity and courage to not let go of the role she dearly wanted for herself.  We can do likewise for the things we want in our work and personal lives.  Instead of falling into line, we can dig in, develop our case, gather evidence, ask, negotiate, and most important of all, not let go.

If you would like to see an interview with Sally Field telling this story, please click here. 

What is the Job of the Leader?

"What do you do?" is a question that gets asked all the time in business and social situations.  Occasionally the results are hilarious such as the scene in the 1989 "Uncle Buck" movie where the annoying kid character puts his strange and large Uncle Buck in the witness box as he fires off question after question at him.   Do you remember it?




Taking no prisioners, the kid tries to break his own record for asking consecutive questions.

When everything is considered, what is our job as leaders within our work organisations, communities and families? 

I like leadership guru Ken Blanchard's basic job description for leaders everywhere:

"I think people want to be magnificent. 
It is the job of the leader 
to bring out that magnificence in people, 
and to create an environment 
where they feel safe and supported 
and ready to do the best job possible 
in accomplishing key goals. 
This responsibility is a sacred trust 
that should not be violated. 
The opportunity to guide others 
to their fullest potential is an honour 
and one that should not be taken lightly. 
As leaders, we hold the lives of others in our hands. 
These hands need to be gentle and caring 
and always available for support."

I wonder how many people in leadership roles at all levels make it a daily goal to bring out the magnificence in their team members?  Or is it something so far out of our thoughts that it doesn't even occur to us?

What do you do to bring out the magnificence of your people?  What will you start doing?

As ever, your comments are warmly invited.


Lynne Lloyd
Managing Director - People Results
Telephone 1300 167 981
Email  enquiries@peopleresults.com.au
Web  www.peopleresults.com.au

When is it coaching and when is it mentoring?

Into every executive coaching program a little mentoring will come.  It is inevitable because the executive coach has their own experiences and resources that he/she brings to the coaching relationship.   These resources are useful and add practical dimensions and value for the manager or executive being coached.  
 
  

Which is right for me:  executive coaching or mentoring?

 

 Yet, while sharing stories and experiences, the executive coach must not allow the mentoring elements to dominate or eclipse the coaching elements of the program.  As executive coaches and mentors, we must have a very clear understanding of the similarities and differences between coaching and mentoring.  Some key points of differentiation are:

·         Mentoring is holistic and takes account of the broad implications of the executive's career whereas executive coaching identifies and develops specific leadership skills, strategies and relationships.

·         A mentor contributes freely and often from their extensive leadership and management experience whereas an executive coach has not necessarily held a senior leadership position.

·         Mentoring often takes place over an extended period of time whereas coaching takes place over a set period, typically from 6 to 12 months.

·         Mentoring provides the space for the executive to reflect on what they have learnt and to think through the issues they need to deal with.   Executive coaches focus on the specific skills and strategies the executive needs to learn and apply in immediate and practical ways.

·         A mentoring program is – or should be – managed by the person being mentored  (the mentee) whereas an executive coaching program is managed by the executive coach and the person being coached.

·        Executive coaching and mentoring programs can be facilitated internally with excellent outcomes.  However, to enable a manager or executive to be completely trusting and unreserved about disclosures, there are times when an executive coaching or mentoring program is best facilitated by an external executive coaching firm. 

 

 

Lynne Lloyd

People Results

Telephone 1300 167 981

Email:  enquiries@peopleresults.com.au

Web:  www.peopleresults.com.au

 

 

People Results is a leading provider of customised executive coaching, mentoring and talent development programs.  A People Results’Executive Coaching or Mentoring Program ensures that leaders and emerging leaders are developing the enhanced capabilities and confidence to reach and exceed their personal, team and organisational goals.  Find out more and/or contact us at www.peopleresults.com.au.

 

 

 

 

 

Who is the Ideal Executive Coach?

Ideally the best executive coach is our own manager who is well placed to get to know our strengths and areas for development and who can be consistently providing feedback and coaching in the reality of the day to day.

In an ideal world, managers and executives would be able to squeeze everything they want to do into their working week.  But the reality is that we don’t have ideal conditions.  The reality is that we work in organisations that have fewer levels and fewer managers in the hierarchy.  Managers are pulled in a hundred different directions.  Few managers therefore have the luxury of time and space to provide executive coaching and mentoring for their emerging leaders. 

 

 

Noticing and coaching in the moment is time-efficient and effective.

 

People Results’ philosophy is that any coaching from the manager is preferable to none at all.  Here are three ways that executive coaching can be integrated and time-efficient for managers and executives day by day:

1.   Look for coachable moments which arise on an ad hoc basis, i.e. when we are not expecting to “perform” coaching.  Effective coaching can be brief and impromptu rather than formal and taking up a lot of valuable time.  Coachable moments happen in the corridor, on a plane, at a conference or on the way to a meeting, etcetera.  Something said or done will trigger a coachable moment.  Provided it can be done discreetly, take the opportunity to coach then and there. 

 

2.   Stop telling and leave room for your people.   Leaders are often forthright, self-assured and believe they know what’s best, i.e. they tend to be tellers.  When leaders are upfront and tell others what to think and believe, they stifle an open discussion and sharing of different views and experience.  They prevent others having their voices heard, acknowledged and modified.  It follows that there is little chance of consensus and true engagement.  A great recent article on how George Washington led in the most extraordinary way using this principle.

 

3.  Every single person in your team is craving your attention.  “Look at me!  Look at me!” we are saying although you cannot actually hear our thoughts.  As leaders, we must notice their good and their poor behaviours and give feedback.  Rarely will she/he express their needs, but even the most self-sufficient introvert wants to be noticed by their manager.  If we notice them doing good things, and give them positive reinforcement of their behaviours, then they will continue to do those same things and even more so.  

If we notice them saying or doing the wrong thing, the same principle applies except that we can reinforce the behaviours that we do approve, without castigating them over their poor behaviours.  If we ignore poor behaviours, unfortunately they will not fade away but will escalate in the person’s desperate efforts to gain our attention.  

In our executive coaching and mentoring programs, PeopleResults understands the importance of informing and involving the manager’s manager as the key stakeholder who is the best internal and continuing coach for their direct report.  

 

We welcome your comments and feedback on this article.

If you would like information on our executive coaching and mentoring programs, please download our executive coaching and mentoring brochure from the People Results' Home Page.  We look forward to speaking to you or receiving your email at People Results. 

 

 

 

Lynne Lloyd

Managing Director

People Results

Executive Coaching and Talent Development Workshops

Telephone 1300 167 981

Email enquiries@peopleresults.com.au

Web www.peopleresults.com.au

 

How to decide if executive coaching is right for us?

 

No more self-limiting beliefs, I know that I can adapt, lead and succeed!

Is an executive coaching program the best approach to develop your senior managers and leaders and meet your team's and organisation's goals?  Is now the right time to introduce executive coaching into your organisation? 

People Results has five questions for you:

1. Are significant changes in structure, roles and responsibilities happening now or in the near future?

2. Who is responsible for navigating the risks and achieving the large goals in your business?  Does he/she have a track record of success at this level?

3. Do your emerging leaders have gaps in their leadership skills, experience and maturity?

4. Who has recently moved into a senior role with higher responsibilities?  Is there a risk that he/she could fail at this level?

5. Are you implementing a strategic human resource initiative such as succession planning or increasing diversity at senior levels?

If you answered “Yes” to any of the above questions, it is highly likely that the timing is excellent for planning and implementing an executive coaching and/or mentoring initiative in your organisation.  Obviously the greater number of “Yes” responses to the five questions, the stronger your business case becomes. 

If you would like information and insights on executive coaching and mentoring, we would be delighted to talk with you and/or receive your email.  Our contact details are hereunder.

Best wishes,

Lynne Lloyd

Managing Director

People Results

Telephone 1300 167 981

People Results is a leading provider of executive coaching and mentoring programs and professional development workshops for public and private sector organisations.  For more information on our approach and programs, please go to the HomePage and download our Executive Coaching and Mentoring brochure.  To speak to a senior consultant at People Results, please email us at enquiries@peopleresults.com.au

Frogs need it and so do we!

Last night I rescued a tiny frog from the inside channel of the kitchen window.  It was a delicate operation because the frog didn’t realise he was being rescued and was clearly anxious about what this large creature was doing so near to him.  Poor little guy, he was very dehydrated and lethargic and his natural light green colour had faded to a dull grey. 

Splashing a little water into a dustpan, I brushed the tiny frog into it and he plopped obligingly into the water.  Out to the patio and with my gentle encouragement, he leapt with surprising energy into the wet ferns and was gone.  

We all need the right conditions to nourish us and support our well-being.

Reflecting later on this small rescue operation, how incredibly important it is that we humans, like all living creatures, are in the right environment to nourish and support our lives and happiness.  Like the little frog, we barely exist in the wrong environment at work, our respiration slows and we become lethargic and fade away.  To survive, we need the right conditions around us; to thrive and be at our best, we need optimum conditions. This translates into different things for different people although having a manager/leader you respect, trust and find inspiring is universally important.

Would you like to diagnose whether your current work environment is right for you?  Here is a short (non-scientific) quiz.  Evaluate each of the following 8 statements, and if you agree that the statement is true for you,  put a tick against it.  (Go with your first thought - it's usually spot on!)

1.  My energy is depleted.            

2.  My enthusiasm is gone.

3   I am faking it every day.            

4.  My creativity has drained away.

5.  I am not valued.

6.  I have no room to move.

7.  I look for reasons not to show up.

8.  My heart is not in it. 

Quiz Feedback:   How many ticks do you have? 

  Ticks

   0 – 2   You are in a good environment for you but not everything is wonderful.  What are the         issues that worry you?  What would you like to see happen?  Make a time to speak to your manager soon.

   3 - 4    There are some negative things in your environment that are affecting your well-being.          The situation is not irretrievable at this stage but if you don’t do something quickly, your morale and motivation will continue to slide.

   5 – 6     You are a frog in the Sahara and your current environment and your reaction to it is         going to kill you.  There is a small chance of turning things around but only if you face the issues urgently.  What will work for you, short of resigning your job?  Can you transfer to another Department or location?  Can you report to someone else in the business?  Look for workable solutions and do not delay taking action.

  7 - 8      Your life signs have faded and you are barely clinging to a life raft that is breaking         apart.  This working environment is definitely not right for you.  Is the problem a big one such as the whole culture is wrong for you and your personal values?  Be aware that unless you sit at the top levels of your organisation, you will not be able to change the culture.  If the problem is situated closer to “home” such as you don’t like (to put it  mildly!) your manager, you may be able to find some alternatives within the company.   Failing that, it is past the time to look for another job in another environment.  What have you learnt about yourself and the kind of environment that is not right for you? What kind of industry, company, culture, vision and values are right for you to not just  survive but to thrive?

As always, we invite and appreciate your comments and feedback.  What is your work environment like?  Is it nourishing your life systems or do you often find yourself short of breath and reaching for life support?    

Looking forward to your responses,

All the Best,

Lynne 

Lynne Lloyd 

People Results 

Telephone 1300 167 981

People Results provides executive coaching and mentoring programs and professional development workshops.  If you would like more information on our programs and services, please visit our website www.peopleresults.com.au   If you would like to talk with a senior consultant at People Results, please ring us on 1300 167 981 or email us at enquiries@peopleresults.com.au