Core Influence: Leading Effectively from the Middle
WHY?
Leading from the middle could be messy! As a middle Manager, you have to
balance the demands and expectations of senior leadership with the needs and concerns of your direct reports;
translate and transmit organizational goals downwards while communicating ground realities upwards;
Implement changes initiated by senior leadership, in which you may have your concerns or disagreements with these directives but must nonetheless champion them, navigating pushback from both sides, your team and the senior leadership;
frequently face limitations in resources, including time, budget, and manpower, while being expected to deliver optimal results;
manage your stress and emotions while being a stable and motivating presence for your team, which can be emotionally taxing;
address conflicts, manage dynamics, and ensure a cohesive team environment amidst potentially conflicting organizational values or behaviours;
deal with the frustration arising from the discrepancy between what you are responsible for and what you can control, you are held accountable for your team's performance and project outcomes, yet you might not always have full control over decisions that affect these outcomes.
manage the conflict between maintaining operational excellence and pushing for change. While you may be expected to drive innovation and improvement within your teams, the primary focus on execution and meeting established goals can limit the opportunity to explore new ideas.
…
Failure to develop middle managers has significant negative consequences for an organization, for example:
Broken Communication: misinterpretations, misunderstandings, and information bottlenecks, leading to confusion and misalignment with organizational goals.
Decreased Employee Engagement: increased turnover rates, decreased job satisfaction, and lower overall employee engagement
Leadership Gaps: Without proper development, middle managers might lack the leadership skills necessary to motivate and guide their teams effectively.
What about?
Course Outlines:
Module 1: Understanding Your Role as a Middle Manager
a multifaceted role: You are required to wear multiple hats, balancing a wide array of responsibilities that span leadership, communication, strategy implementation, and more
Influence Without Authority: Learn how to establish your leadership identity, leverage your position and relationships to effect change and drive performance, even without formal authority over all stakeholders.
Module 2: The Art of Managing Up
Understanding the Managerial Relationship: Explore the dynamics of interdependence and how to balance deference and resistance.
Key Strategies for Managing Up: Learn how to ask insightful questions to understand expectations, recognize your manager's style, and adapt your communication accordingly.
Effective Communication with Your Manager: Master the art of quality conversations, emotional intelligence, and how to provide purposeful support to superiors.
Module 3: Proficiency in Managing Down
Role of Coaching in Leadership: Understand the importance of coaching for leadership development and how to mitigate emotional waste within your team.
Developmental Coaching Conversations: Techniques for identifying teachable moments and providing transformative feedback to foster growth.
Handling Difficult Conversations: Strategies for navigating challenging discussions, including providing feedback, managing conflicts, and encouraging a culture of accountability and support.
Module 4: Engaging Effectively with Peers
Collaboration and Influence: Learn how to collaborate effectively with peers, including bridging gaps, fostering mutual respect, and building a sense of community.
Conversations for Collaboration: Practical tools for initiating, maintaining, and benefiting from conversations that encourage teamwork and collective problem-solving.
Who Shall Attend?
The course is designed to empower and equip individuals who occupy mid-level management positions or those who find themselves functioning between senior leadership and frontline employees within an organization. It's tailored for a diverse audience, including:
Mid-Level Managers: Individuals who currently hold management positions in the middle of an organization's hierarchy and are responsible for leading a team or department while also reporting to higher management.
Aspiring Leaders: Employees who are on the path to taking up middle management roles. This includes high-potential employees identified by the organization for leadership tracks.
Team Leaders: People who lead teams but might not have formal managerial titles. This includes project managers and team leaders who are responsible for coordinating team activities towards specific objectives.
HR Professionals: HR managers and specialists who are involved in leadership development, succession planning, and organizational development activities. This course can provide them with insights into the challenges faced by middle managers and how to support their growth.
Technical Professionals: Specialists, such as engineers, IT professionals, or scientists, who have been promoted to management positions and need to develop leadership and people management skills in addition to their technical expertise.
Entrepreneurs and Small Business Owners: Those who are building their companies and find themselves managing both strategic and operational aspects of their business. Understanding how to effectively lead from the middle can help them delegate more effectively and build a stronger organizational structure.
Cross-Functional Team Members: Employees who work in roles that require coordination and collaboration across different departments. Understanding middle management challenges can enhance their effectiveness in these roles.
