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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
The definitive playbook for driving impact as a middle manager
Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization.
You’ll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence:
- Up the chain of command, to your boss and those above them
- Down, to your direct reports and teams who report to you
- Laterally, to peers and teams you have no formal authority over
Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.
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Veröffentlichungsjahr: 2021
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SCOTT MAUTZ
LEADING FROM THE MIDDLE
A PLAYBOOK FOR MANAGERS TO INFLUENCE UP, DOWN, AND ACROSS THE ORGANIZATION
Copyright © 2021 John Wiley & Sons. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Library of Congress Cataloging‐in‐Publication Data is Available:
ISBN 9781119717911 (Hardcover)ISBN 9781119717881 (ePDF)ISBN 9781119717942 (ePub)
Cover Design: WileyCover Image: © CurvaBezier/Getty ImagesAuthor Photo: Rick Norton
To Deb and Emma:
For inspiring me through the ups, downs, and acrosses in my life.
Table of Contents
Cover
Title Page
Copyright
Dedication
Introduction
1 The Unique Challenges of Those Who Lead from the Middle
Why Is the Middle So Messy?
A Reframework
Rock All Your Roles
Notes:
2 The Mindset for Leading Effectively from the Middle
The Others‐Oriented Leadership Mindset
The Others‐Oriented Compass
Notes:
3 The Skillset for Leading Effectively from the Middle
Adaptability
Meshing
Political Savviness
Locking In
Influence
Fostering Compromise
You Set the Tone
Notes:
4 Leading Your Boss
Step 1: Nature Before Nurture
Step 2: Understand the Asks
Step 3: Style Awareness
Step 4: Get Personal
Step 5: Your House in Order
Step 6: Purposeful Support
Specialty Steps
Notes:
5 Leading Those Who Report to You
Have Great Coaching Conversations
Pinpoint Opportunity Areas
Give Transformative Feedback
Teach in Teachable Moments
Notes:
6 Leading Teams
Signs That You're Leading Your Team Exceptionally Well
Galvanizing a Team Around Purpose
Shaping How Employees Experience Your Leadership Team
Setting Powerful Team Goals
Influencing Team Behavior in Times of Poor Results
Leading a Remote Team
Notes:
7 Influencing Peers
Foundation 1: Cultivate a Connection
Foundation 2: The Golden Rule of Influence
Pillar 1: Build the Right Reputation
Pillar 2: Make Unexpected Investments
Pillar 3: Hardwire Their Help
Pillar 4: Get the Approach Right
Notes:
8 Leading Change
The Eight Truths of Leading Change
The EMC
2
Change Model
The One‐on‐One Change Conversation Guide
Notes:
9 Creating Your Personal MAP (Middle Action Plan)
Acknowledgments
About the Author
Index
End User License Agreement
List of Illustrations
Chapter 1
Figure 1.1 Lego Directives
Figure 1.2 The Messy Middle
Chapter 2
Figure 2.1 The Others‐Oriented Compass
Chapter 3
Figure 3.1 The Political Savviness Poll
Figure 3.2 The Seven Signs of Employee Burnout
Figure 3.3 The Top Six Passive‐Aggressive Email Phrases
Chapter 4
Figure 4.1 The Managing Up Staircase
Chapter 5
Figure 5.1 The Coaching Conversation Funnel
Figure 5.2 The Prescribe vs. Guide Spectrum
Figure 5.3 Ask Better Questions
Figure 5.4 Examples of Open‐Ended Questions
Chapter 6
Figure 6.1 The Purpose Pyramid
Figure 6.2 The Leadership Team Equity Pyramid
Figure 6.3 The Waterfall Effect
Chapter 7
Figure 7.1 The Pillars of Peer Influence
Chapter 8
Figure 8.1 The Change Curve
Figure 8.2 The Circles of Commitment
Figure 8.3 The Degrees of Empathy Scale
Chapter 9
Figure 9.1 Quick Reference Guide of Tools in this Book
Figure 9.2 The Personal MAP (Middle Action Plan)
Guide
Cover Page
Table of Contents
Begin Reading
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Introduction
It was a yellow fish with bright blue stripes, unlike any other in the aquarium, that drew my attention.
Regally, intentionally, it circled the center of the glass encasement at a measured pace, surrounded by myriad other fish darting wildly about. My co‐worker, sitting next to me at a noisy work‐dinner party, asked what I was staring at. I brushed the question off and reentered the fray of conversation, albeit half‐heartedly. At a time when I felt frazzled in my middle management role, I kept stealing glances at the Pisces protagonist, my mind lost in association.
I was that fish.
Maneuvering in the middle of an oversized fishbowl, all eyes privy to my every movement. Surrounded, yet lonely. Pressure from all sides; the weight of water. Watching other fish with their own agenda zip by while I labored to remain steady and purposeful in the middle of it all.
Such is the plight of the middle manager, of those who lead from the middle.
Which would be anyone who has a boss or is a boss, at any level, anyone who must influence in all directions to do their job well.
Me. You.
My existential moment happened in the middle of my three‐decade corporate career. Even as I moved closer to the “top” at Procter & Gamble to run multibillion‐dollar businesses, I was still always in the middle at some level, with people to influence above, and always plenty of those to influence down and across. It was exhausting at times, exhilarating at others. I found myself wishing someone would study the unique challenges of middle managers and offer help. Then I decided, “Why not me?”
And so began a journey that carried on for 15 more years in corporate; intensely studying those who lead from the middle and their challenges, watching how they operate effectively (or not), learning the success secrets of influencing up, down, and across, all as I rose at P&G, knowing that understanding the middle was how I was able to rise at all to begin with.
It became a mission, a mission for the middle, one that has carried over into my post‐corporate life. I leverage each class I teach as faculty at Indiana University's Kelley School of Business for Executive Education to study the middle manager. I conduct studies, interviews, surveys, and focus groups with these heroes. I wrote hundreds of articles about middle‐management struggles for my top Inc.com column, garnering well over a million clicks a month, which speaks to the unmet need in this arena. I wrote the multi‐award‐winning books Make It Matter and Find the Fire that speak to leadership and self‐leadership, all while harboring a burning desire to write the book that addresses head‐on the challenges that middle managers face.
Which brings us to here.
I've been where you are. I know how challenging it is to have to influence in every direction, saddled with an undoable workload, often under‐resourced, under‐appreciated, and over‐stressed. Surrounded, but alone.
It's time the specific challenges of middle managers are recognized and specific help is provided. And while I know the experience, research, data, and volumes of work poured into this book will serve you well, there's another reason it will become your playbook for leading from the middle.
Because it comes from the middle. My heart.
1The Unique Challenges of Those Who Lead from the Middle
At one point, any mid‐level manager who worked for the Lego company had the set of directives in Figure 1.1 hanging on their office or cubicle wall.1
The middle is messy, full of contradictions and opposing agendas, and couldn't be more critical for a company's success.
And it's you. Those who lead from the messy middle work in spots higher or lower in the organization, from Vice Presidents, General Managers, and Directors to Sales, Marketing, and Design Managers, and many more. They have a boss and are a boss, at any level. It's anyone who has to lead up, down, and across an organization.
Don't be fooled by the old Dilbert cartoons or Office reruns. Those who lead from the middle, let's use the often‐derogatory term “middle management” for a moment, aren't the go‐nowhere, has‐been, mediocre bureaucrats that block progress as popularized in pop culture. They're the ones that love what they do (mostly) and whose passion and talents make the company hum. They account for 22.3 percent of the variation in revenue in an organization, more than three times that attributed to those specifically in innovation roles, according to Wharton research.2 A five‐year study from Stanford and Utah universities found that replacing a poor middle manager with a good one boosted productivity 12 percent, more than adding an incremental worker to a team.3
Figure 1.1 Lego Directives
Source: Adapted from P. Evans, “Management 21C,” Chapter 5, Financial Times, Prentice Hall (2000), in “Emerging Leadership: A Handbook for Middle Manager Development” (IDeA).
Those leading from the middle are the key to employee engagement. They interact with the largest part of the organization and have the most direct impact on attracting and retaining talent. In fact, research shows that employees who have strong middle leaders are 20 percent less likely to quit their job if offered more money from another company.4 The Boston Consulting Group defined mid‐level managers as “vital to success,” according to their massive survey of executives spanning 100 countries that found nearly two‐thirds of respondents said middle managers were more critical than top managers.5
Whether you lead from the upper middle, mid‐middle, or way lower middle, if you have a boss and are a boss, if you lead up, down, and across an organization, take pride in your career‐making position. And know the best realize that being in a position in the middle doesn't mean being stuck in the middle.
It means a chance to lead.
Marty Lyons, legendary former player and longtime radio announcer for the New York Jets football team, would know. Lyons played for the Jets for twelve seasons and led from the messy middle. Literally.
Lyons was a middle lineman sandwiched in between outside linemen Mark Gastineau and Joe Klecko, who along with Abdul Salaam, made up the famous “New York Sack Exchange,” a group that led the NFL in sacks three times between 1981 and 1984.6 Lyons told me on leading from the middle, “You have to know and embrace where you are and realize that being in the middle is a blessing. It means you have the opportunity to lead in all directions.”
Lyons knew that his role as the middle lineman was to lock up the guys on the opposing front line so that the speedy outside linemen Gastineau and Klecko could get the edge in rushing the quarterback. He wanted to lead from the messy middle so the entire team could lead on the scoreboard. Later on, as Klecko, the locker room leader, got older, Lyons began stepping up to passionately yell and scream and psych his fellow players up before a game. Being in the middle always means the chance to lead, it just requires a keen awareness and understanding of the conditions around you, so you know exactly what actions to take at what time.
And like in football, it requires a playbook. This playbook.
Of course, you don't run every play in this book all at once and you might not even use all the plays. To succeed in leading from the middle, use the right play in the right situation that's just right for you. The plays will take many forms of specificity: examples, frameworks, checklists, pointed advice, questions to ask, powerful acronyms, and much more. But before you run any plays, let's make sure you understand the field conditions.
Why Is the Middle So Messy?
I asked more than 3,000 managers who lead up, down, and across their organization what the most challenging thing is about their position. Nearly three‐quarters of responses had to do with the scope of their responsibility. Within that broad, daunting scope lie five categories of unique difficulties those leading from the middle face, captured in the acronym SCOPE and illustrated in Figure 1.2.
Figure 1.2 The Messy Middle
Leading from the messy middle means dealing with Self‐Identity, Conflict, Omnipotence, Physical, and Emotional challenges. Let's first spend time illuminating each of these difficulties, then in the next section you'll get plays to overcome each one.
Self‐Identity
When you lead up, down, and across you wear more hats than you can keep track of. It requires constant micro‐switching, moving from one role to the other, all day long. (I'll talk more about the expanse of required roles in the “Rock Your Roles” section of this chapter.) One minute you're adopting a deferential stance with your boss, the next you switch into a more assertive mode with your direct reports, then into collaborative mode with your peers. You might switch from moments where you're experiencing tremendous autonomy and a sense of control to moments where you feel like a mere cog in a giant wheel with lots of responsibility but little authority and too little support. You make lots of decisions but maybe not the big, shaping ones. The range of issues and responsibilities is ever broadening, creating still more micro‐transitions. Role switching fatigue is exacerbated when you have to perform in front of different levels of management or different functions within one meeting or when you unexpectedly have to jump into one of your roles you weren't mentally prepared to play.
The net result is exhaustion, frustration, and confusion about who you really are and what you should be spending your time doing, which is further exacerbated if you're working in a poorly defined role with unclear expectations and uncertainty about how far your authority extends. And to cap it all off, all the micro‐transitions that force you to be spread thin can leave you feeling that while you're certainly busy, you're uncertain of the impact you're really having.
Conflict
When you're surrounded on all sides, it's impossible not to experience conflict. But the leader in the middle has the dubious honor of trying to manage it all. There are natural tensions in the role and pressure that comes from all sides. Your boss cajoles, your employees resist, your peers won't collaborate. You absorb discontent from all around. You deal with conflicting agendas, conflicts of interest, and interpersonal conflicts. If you hear the mantra “more with less” one more time, you might more or less lose it, desperately wanting to counter with “How about we do more with more for once?!” You're inundated with the busywork that comes from being in the middle and being tied to processes and systems and yet you're subject to the time‐sucking whims of your chain of command.
You constantly make trade‐offs relative to expectations and reconcile priorities with the capacity and talent you have to do the work. You're rewarded for great work with more unexpected work. You're constantly putting out fires but are expected to consistently put up the numbers. You must fiercely compete for and flawlessly allocate resources while fending off those who want more resources from you. You disagree with or didn't have a say in some of the biggest decisions from above and yet have to respond to a lack of understanding and agreement to the direction from below.
Mary Galloway, an Industrial and Organizational Psychologist and faculty member of the Jack Welch Management Institute, told me, “Middle managers are like the middle child of an organization, often neglected by senior managers and blamed by their reports. However, they're still expected to be as charming as the youngest and simultaneously as responsible as the oldest. We end up with middle child syndrome, enshrouded in conflict, wanting more of a say, and not sure how they fit in.”
Omnipotence
No one expects frontline, lower‐level employees to know everything; they're too inexperienced or too new. Senior managers are excused from this standard because they don't need to know everything, that's what they have their middle managers for. Besides, they make big bets all day, which means big mistakes, which among senior leaders are often seen as a badge of honor.
So where does that leave those who lead from the middle? Like you're expected to know everything, like omnipotence is written into the job description. You have to keep one foot in strategy and the other in day‐to‐day operations and tactics. You should know your business inside and out and know your competitors just as well. Your market share ticked down in Peoria? You should probably know why. You have to explain the what, how, and why and decide who. You must know how to handle the changing nature of work with remote work, global conference calls at ungodly hours, and scads of contracted work the norm. You're expected to know how to grow others despite a lack of investment in you, and without time to grow yourself.
Physical
You've probably heard the term “monkey in the middle.” Researchers from Manchester and Liverpool University studied this exact subject, spending 600 hours watching female monkeys in the middle of their hierarchy.7 They recorded the range of social behavior, including aggressive behavior like threats, chases, and slaps, submissive behaviors like grimacing and retreating, and nurturing behaviors like embracing and grooming. They then measured fecal matter for traces of stress hormones (I'll pass on that duty). They discovered that monkeys in the middle of their hierarchy experienced the most social and physical stress because they deal with the most conflict, you guessed it, up, down, and across their organization. This directly corresponds to what researchers find in the monkeys' slightly brighter cousins, the human beings. In fact, a study of 320,000 employees found that the bottom 5 percent in terms of engagement and happiness levels weren't the people with poor performance ratings or those so new they hadn't moved on yet from an ill‐fitting job, but five to ten‐year tenured employees in mid‐level roles with good performance ratings.8
In another big, multi‐industry study, researchers from Columbia University and the University of Toronto found that employees in mid‐level roles in their organization had much higher rates of depression and anxiety than employees at the top or bottom of the organizational hierarchy. In fact, 18 percent of supervisors and managers experienced symptoms of depression (40 percent said the depression derived from stress), 51 percent of managers were “constantly worried” about work, and 43 percent said the pressure they were under was excessive.9 Eric Anicich of the University of Southern California's Marshall School of Business says the constant micro‐transitions from frequent role changes are psychologically challenging to the point of detriment.10 For example, disengaging in a high deference task to engage in a high assertiveness task leads to even more stress and anxiety, and a host of related physical problems like hypertension and heart disease.
Emotional
Being in the messy middle means dealing with some unique emotions. It can mean a sense of alienation, isolation, and loneliness, as being in the middle makes it hard to really be a part of anyone's group. Employees can stay at arm's‐length, as can bosses, and yet the middle manager attracts and absorbs discontent from every angle, adding to the emotional toll. I've heard many of those who lead from the middle describe feelings of being overworked and underappreciated, expressing great frustration over wanting to change things around them but being unable to do so, not feeling like they can control enough of their destiny. Not to mention that middle managers are often the target of layoffs or can be displaced on the promotion path by outside hires, which can take a huge emotional toll on one's self‐esteem and sense of fairness in the world.
A Reframework
While the scope (SCOPE) of what makes leading from the middle so messy can feel daunting, it doesn't have to. Through decades of research and experience I can share with you a framework, or actually a reframework, to help you reframe the way you see, experience, react to, and ultimately resolve each of the specific difficulties outlined. (We'll get into the overall mindset required to thrive as a leader in the middle in the next chapter.) Let's go through the SCOPE acronym again, this time armed with reorienting insights to help reframe and reshape the way you view the inherent, unique difficulties associated with leading from the middle.
Self‐Identity
While you're constantly switching roles and changing hats, in flux between high‐power and low‐power situations, your identity is never actually in flux, even though it might feel like it. An organization is like the human body, it needs a healthy, flexible core. If you strengthen your middle, you strengthen your entire body. If you strengthen the middle of the organization, you strengthen the entire organization. You are the core, flexible center and the center of strength for your company. Take pride in that truth.
Here are some other reframing insights to help you fully appreciate your pivotal place in the organization.
1. You work not in an organization but an organism. And you're the lifeblood of it.
2. You're the ultimate catalyst from which progress pulses, the amplifier. We'll cover this in depth in Chapter 3, “The Skillset for Leading Effectively from the Middle.”
3. You're the keeper of the long and short‐term flame, working on the business and in the business. This is a unique privilege that those leading from the middle experience.
4. You're a lighthouse and a beacon, signaling threats and drawing all toward opportunities. It's a powerful duality. For example, being in the middle means you're best suited to spot external threats from competitors and identify internally generated ideas for innovation.
5. The micro‐transitions you're constantly making aren't segmented, they're integrated. The 100 jobs you belong to add up to one vital job you're uniquely suited to do well. Value the variety.
6. While you might be the “middle child,” the middle child is also resourceful, creative, and independent. Galloway reminded me of this, and she's right. These are all things to take pride in.
Conflict
Leading from the middle might be rife with tension, but it also means you're in the thick of things, where the real action is. Your job is to embrace constant contradiction, revel in it, and know that thriving in environments of natural conflict is a valued skill in and of itself. When it comes to environments of conflict, you can shirk, shrink, or shine. Choose the latter to climb the ladder.
More reframing insights follow.
1. You're not squeezed in the middle; you have the unique opportunity to impact in all directions. There's no position quite like it.
2. Instead of getting frustrated that you can't specialize when you're in the middle, which makes it difficult to grow your craft, view the action in the middle as your craft. Redefine success as having mastery over nothing except knowing you must know enough of everything, which takes a special breed to do well.
3. Home builders need permission on everything, business builders don't. So stop asking for permission on everything. Expand your authority within reason. For example, align objectives with your boss upfront, and if your intended action will serve the objective, act, don't ask.
4. Sure, you're in a pressure cooker, but you can release one of the valves—the pressure you put on yourself. If you're focused on constant learning and growth, on becoming a better version of yourself each day and not comparing to others, on chasing authenticity instead of approval, pressure becomes an enabler, not a disabler.
5. Know that ongoing conflict is essential to producing the best work. And you have the opportunity to harness conflict for maximum effect. For instance, I always found that our team produced the best ideas the fastest when we engaged in healthy debate, not when everyone agreed quickly. That's something you can facilitate (you'll get help on that in Chapter 3).
6. The reconciling and reprioritizing habits you're building in the middle (side effects of continually dealing with conflict) will serve you at the top, and everywhere else. More so than any other habits you forge.
Omnipotence
Not knowing can feel like a cardinal sin when you're leading from the middle. But as much as it might feel like it, your job isn't to know everything. In fact, a client I keynoted for had the following sentence painted on the wall in their headquarters lobby: “There's a cost to knowing.” It's a reminder to their managers that trying to know everything before moving forward comes at the cost of speed, missed opportunities, and more important priorities neglected elsewhere. For certain, it takes time and resources to know things. Make that known and be aware of the tradeoffs involved for having personal knowledge on a subject. Then, discern if it's worth you personally knowing it. In fact, focus more on discerning what you should know than trying to know everything. Just as important is to build a knowledge system where, if you don't have the answer, you can quickly access someone who will.
Then try the insight‐driven plays that follow.
1. Regarding high pressure meetings where you're expected to have all the answers—know what you're truly expected to know, but don't stress out trying to plan for every contingency. Invest the time to prepare for the meeting and anticipate the questions most likely to come up, and be okay with leaning on the knowledge system you've built up for the rest. Ask yourself, “What would the meeting attendees want to know about the subject at hand? What concerns or issues might they have? What are other sources I can have at the ready to answer questions outside my direct realm of expertise?” It's about instilling confidence and an unswerving faith that you and your knowledge system have things covered, not that you personally have the answer to every question.
2. Take pride in what you've chosen not to know. For example, I used to refuse to know some of the smallest details of a project because of the cost of knowing that. I took pride in delegating and empowering others to have the knowledge in certain areas while I focused on knowing enough about that area to be able to ask the right questions and to instill confidence in those evaluating me.
3. Know that it's not about omnipotence, it's about omnipresence. Leaders from the middle should be everywhere in their business, leaving an imprint on virtually everything within their purview (within reason and within boundaries, as I'll discuss in a moment). It requires thoroughly knowing the fundamentals of your business inside and out, but that doesn't come from personally knowing everything. It comes from being present and engaged enough in all aspects of the business (with enough attention to the fundamentals) and by being inclusive and interested enough to engage with all the experts on your business.
Physical
Leading from the middle can most certainly take a physical toll. But you can't take care of everything, or anything, if you don't prioritize taking care of yourself first. That's straight from the playbook of life, let alone this playbook.
Here are a few more reorienting insights to help reduce the physical drains.
1. Know that while you can impact everything, you're not responsible for everything. Period.
2. You're in the middle but aren't at the epicenter of every earthquake. Not every fire drill needs to be answered. Everyone else's urgent is not your urgent. And acting like it is isn't a good place to be. To illustrate, I can say my most ineffective stint as a middle manager occurred in a role where fire drills constantly sprang up. Instead of filtering them, I fed them, creating a flurry of activity that distracted my organization from more important priorities. Learn from my mistake.
To push back on repeated urgent requests, come from a place of accountability. Meaning, let the requestor know you can't accommodate because of the impact it would have on other critical priorities. Give them a different “yes” by empathetically offering alternatives to you dropping everything. Show them support in other ways.
3. Your physical health and succeeding at work aren't mutually exclusive. Step out of the grind long enough to realize that. Put your health on a pedestal, the investment will pay dividends personally and professionally. For instance, I find my work gets better the more time I take to work on my health.
4. Be bound by boundaries. While leading from the middle requires a strong presence everywhere within your scope of responsibility, it doesn't mean your work should cross over into every aspect up, down, and across the organization, and of your life. Boundaries are more important in the middle than anywhere else in an organization because more people have access to you, and so you're disproportionately exposed to stress triggers.
First, give yourself permission to set boundaries. Then, take the time to define what your boundaries are (what you'll engage in, when, within what parameters) and clearly communicate them to others. Pick low‐risk situations to practice saying “no” and commit to delegating more. Create structures and processes to help control work and time flow (like agendas), and stick to them. Finally, identify what needs to change to enable your boundaries (like new habits at home that would help keep work at work).
Emotional
It's hard not to get caught up in the emotional strain of being in the middle. But remember that you're part of a pattern. It's not personal, it's a reflection of the position itself.
Here are reframes that speak to the nastiest of the emotional toll—the sense of isolation and being undervalued.
1. It might feel like you're on an island at times, but that can be a good thing. You're actually a safe haven for workers to express frustrations, voice concerns, share ideas, and take risks without fear of undue punishment. I once took my team to an art studio where each member painted a picture of an island, as a symbolic gesture that this team would be an oasis, unlike any other team in the company, a safe‐haven and enjoyable place to be, free from typical company nonsense.
