We all deride middle management. It's that group of folks who are responsible for getting all the work done but they seem to lack the authority to make things happen. Sure, sometimes middle managers are fenced in and cannot affect the world around them without permission but I'd argue most of those limitations are self-imposed.
What's keeping middle managers from stepping up and leading?
Fear.
Middle management is safe. If you keep your head down, don't stir up trouble, and make the things you're tasked with happen without incident, you keep your job and move up the corporate ladder one rung at a time (albeit slowly). Being a middle leader requires you to take on risk. With risk comes the possibility of failure.
Last I checked, leaders can bring more value to the organization than managers. Leaders set new direction. They inspire people. They challenge current or old ways of doing things. Leaders have a tendency to pick up huge monkey wrenches and throw them in the gears. Out of that change and chaos leaders can create, however, is the possibility of dramatic improvement of the business.
In my experience, there are three keys to successfully becoming a middle leader versus stagnating as a middle manager:
Manage Up: If you're going to go throw around some monkey wrenches, get air cover. Talk to your leaders and let them know you're considering some changes in the organization. Explain your rationale. Ask for their perspectives and support. Once they have blessed off on your idea and pledged their support, you're ready to roll. Managing up like this prevents them from being surprised, getting upset, and putting fences around you to keep you under control. Managing up removes a great deal of the risk inherent in leading from the middle.
Make Things Safe: People aren't used to middle managers taking on meaningful change initiatives. You need to let the folks on your team know you'll provide air cover for them as they execute your plan. If you give them the security of their jobs and roles, they can focus on executing the plan flawlessly. They'll be much more willing to stick out their necks for you if they know you've already cleared your plan with the higher-ups.
Make Things Different: If you want to lead, you need to take the team places they haven't been before (or that they've been afraid to go to). Be clear with them what you're looking to change and why the change makes sense. Clearly articulate success criteria ("We'll have been successful if the new process is ten steps shorter and 15% more efficient than the current process."). Declare victory when they achieve the goal. If you fail, fess up to it, let your leader know you failed and explain why/what you've learned from the experience.
Leading is not without risk. If you're tired of just being middle management and want to have a larger effect on the organization, you need to step up (smartly) to the challenge of leadership. Build the support of those around you, make the change initiative safe for participants, and make stuff happen. Sure you'll fail a few times along the way but I'm pretty sure your leaders would rather promote someone on the team who takes initiative and takes risk rather than Middle Management Milton who keeps his head down, his nose clean, and maintains the status quo.
Pick a small project to start and give the above steps a try. Build your confidence in taking these types of challenges on. Before you know it you'll be carrying a big monkey wrench around and people will be lining up to follow their new middle leader.
Thanks to Mike Figliuolo / thoughtLEADERS, LLC
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