Since the recession days of the late 1980’s and early 1990’s many organisations have undergone radical business process re-engineering and re-structuring. Although these processes can be quite frightening and threatening to most people within an organisation, the truth is that every business needs to be continually going through a self examination process in order to meet changing trends and needs. ‘New-look' organisations have been become down-sized, more customer focused, team managed with flatter, de-layered organisation structures. In response to the need to cut costs, some organisations have effectively scrapped the role of middle manager.
In their well respected book,
Re-engineering the Corporation (Revised and Updated Edition (2003) ISBN: 0060559535 HarperBusiness), Michael Hammer and James A. Champy look closely at the roles of middle managers. In one of his later published articles, Michael Hammer goes on to say, “we refer to this managerial hierarchy as the death zone of re-engineering. Middle managers have the most invested in the status quo and stand to lose the most in re-engineering.”
From this statement it would be easy to believe that the role of the middle manager is in fact well and truly dead and buried. So, is this the end of middle management as we know it? The answer is both a firm ‘yes’ and an emphatic ‘no’. Those organisations that have achieved re-engineering success (and it must be acknowledged there are many which haven't) have done so with the middle manager playing a determinate key role. It does, however, involve transforming the traditional middle management role.
Evidence is now emerging that organisations who view the middle manager as 'dead wood' are doomed; companies that 'hack out' the middle manager are destroying their greatest potential asset. Unfortunately, many organisations still believe that by scrapping this vital resource they will automatically succeed. This is one of the reasons why so many re-engineering programs have faltered and subsequently failed.
Transforming the role
The key to success is changing the traditional role. Successful modern middle managers are no longer up-and-down information conduits, or simple plan, control, evaluate functionaries. They have been transformed to embrace and embody the core competencies of leadership within the successful organisation.
Where there has been re-engineering successes, these have largely been achieved by middle managers identifying business breakthroughs; becoming good role models and overcoming the organisational barriers that prevent success. Senior organisational leadership and management is finally beginning to again appreciate the role of the transformed middle manager in order to achieve objectives and goals. The transformed middle manager is now crucial for an organisation if it is to really achieve improved customer service levels, reduced costs and becoming a flexible and dynamic business.
10 transformation tips
Both the individual middle manager and the organisation need to be transformed to be successful. The transformation tips are as follows:
- Move away from day-to-day operations - these belong in the front-line.
Avoid being distracted by trying to micro manage everything. Getting buried in very fine detail is a sure-fire way of missing the point. There is a need to focus on more important and strategic issues. Allow the front-line worker to gain the necessary knowledge and competence to develop the necessary skills to fulfil a more rounded role and so deal with the detail.
- Think like senior leaders and managers
Looking up and out provides scope for dealing with more substantive issues. Contributing to the internal 'way forward' debates will ensure that the middle manager’s extensive knowledge is utilised for entire organisational benefit.
- Understand the business strategy
Examine what are the things which cause the organisation to want to change? Ask yourself, how can the organisation direct its own future, anticipating threats and exploiting opportunity?
- Participate at all levels by exploiting technical and organisational expertise
Many middle managers have internalised a great deal of technical and organisational knowledge. They already know how their business works best, the mechanics of the way things get done, what will work and why some things fail. Spread the knowledge. Knowledge maybe power but if not shared and used constructively it is wasted. An individual gains respect and personal kudos when sharing such talents. Sharing will ensure that decision making is informed and well thought out.
- Manage change and lead people together.
Set an example and coach the less experienced through obstacles.
- Assume the role of a mediator.
The transformed middle manager is someone who is able to understand internal and external pressures on the organisation and satisfy competing interests.
- Become a practical visionary.
Convert strategic vision into meaningful actions to meet goals and objectives. Provide counselling and show the way forward by example to the front-liners through difficult transformation.
- Become a master of change
Set the agenda by recognising what is possible by best harnessing organisational resources to achieve it. Try to think of practical ways of implementing change, initiate activities that lead to 'shifts in thinking' about the way things are done.
- Improve your communication skills
In order for others to best execute plans and strategies, it is imperative they clearly understand precisely what it is expected of them. The most effective and efficient way to get the task completed first time and on time is to ensure the message has been concisely communicated. Having good communication skills earns the communicator added respect and reduces the possibilities of any misunderstandings.
- Delegate tasks and create trust
Appropriate delegation of certain tasks to others frees up personal time to address more important issues. Delegation also provides the added benefit of building trust amongst subordinates. It may also lead to the identification of future leaders and managers, who will be needed later to succeed you.