Managing in the Middle - The three key habits good leaders practice
Good leadership often starts well at the top but does not always cascade to the bottom.
Most employees experience leadership, culture, values, mission, vision, engagement, etc., predominantly through interactions with their direct manager (or superior), not the CEO.
This is where management really happens - in the middle!
Regrettably, few organisations pay enough attention to middle managers - their selection, training and development.
Tenure, experience, competency, and expertise are common reasons for assigning management responsibility to individuals. Yet, these have little to do with the necessary abilities needed to lead people.
By making a technical expert who lacks basic people skills a leader, you often end up with a bad manager and a distracted technician.
The role of a middle manager or frontline manager is a critical function in any organisation and must be given due attention.
In our experience, this necessitates mastering three key areas:
1. Authentic Engagement - Communicatio…
