You probably have seen or heard of Michael Scott. He is perhaps one of the most famous middle-management guys to have existed. He is also, of course, a fictional character on the popular sitcom The Office. Those familiar with his idiosyncrasies either adore or abhor him. He is a typical 40 something Regional Manager trying to make it through everyday. Always yearning for the respect (and love) of his subordinates while also vying for approval from Corporate. He tries and fails at it all, most of the time. But therein lies the brilliance of Michael Gary Scott. That he is real. He represents many managers who struggle to maintain the fine balance expected of a middle management employee. He struggles to cultivate his own identity in this own process.
Middle management is a crazy world. Managers are criticised, joked about and also villianized. Some consider them as a cause for attrition. And yet, they remain a crucial piece of the organisational pyramid. Technically, every organisation irrespective of its field of operation has a middle cadre. In Indian policing it is the inspectors, the JCOs in the military, bureaucracy has the tehsildars of the state services, in the corporate world it is the managers, in academia it is the associate professors and so on.
This middle cadre is sandwiched between the leadership and the junior cadres. Always bound with expectations from both sides. They are in the ‘leadership’ filter-funnel. Those who pass through successfully get the coveted positions of corner offices and what not. While others stagnate at the same level. And yet, somehow they are supposed to be high-performing, juggle multiple stakeholders while they display leader-like-qualities. Further, the false dichotomy of leader versus manager also erodes their importance. Many training programs, both in the private and public sectors, obsess over leadership or the c-suite members.
In Academia, however, one name stands out – that of Henry Mintzberg. A versatile management thinker who has kept the spotlight on the everyday stars – the managers. In his book simply titled Managing – he argues that “managers should be leaders while leadership as management practiced well”. Building on his arguments, this week, I sketch out four reasons why a strong middle management cadre is vital to any successful organisation.
Brand Representative
Managers are the crucial link between the organisation and the employee. They are responsible for what the Marketing folks call, the moments of truth. The point where the brand (employer brand, in this case) interacts with the consumers (employees). This determines the overall experience of the consumer with the organisation. Good managers ensure that they deliver the best possible work experience which then becomes synonymous with the brand itself.
Fountain of Information
Managers hold the distinction of being the communication channel between multiple stakeholders. They lie at the intersection of channels of communications linked to consumers, employees, HR and of course senior management. As they are sources of high grade informal information, they have the power to influence critical decisions.
The Big Picture
The nitty-gritty of everyday work is taken care of by this cadre. They manage routine tasks, plan and administer tasks, divide workload and account for contingencies. They ensure deadlines are met. This naturally frees up the space for senior management to focus on the bigger picture. A good cadre of managers can ensure that the strategies decided upon in the boardroom are actually realised on the ground.
Go-To Person
In my personal experience, Managers are really the Go-To Folks. Their tenure on the job helps a great deal to understand the finer things of business operations. They know how to get things done and they are far more attuned to the ground realities. This wealth of experience makes them great problem solvers. Their insight from the past helps to navigate through some very tricky situations. And very often, they hold many undocumented ideas which really make the organisation tick.
If you are a founder/CEO – this should help you to focus on this often overlooked cadre, if you are a Manager – then you know what I am talking about and if you are a junior member, then do cut your Manager some slack. It is not an easy job.