Corporate Rebels’ Post

Such a negative view of organisational behaviour. At every level, positive motivation and constructive dialog are fundamentation to success. A "we" mentality must replace an "us & them" menatilty. Q: Can one level succeed without the success of the other levels?

I've been following this work for a bit. Huge potential economic value in the middle management ranks. I wrote a book called When They Win, You Win, which identifies a discreet set of behaviors that when regularly practiced (this "frequency of demonstration" is measurable) lead to both 1) better employee engagement (measurable) and 2) better business outcomes (measurable) I am confident that what we invented more than anything else is *the idea* of using "leadership" as an independent variable and both employee engagement and measurable business outcomes (from quota, to lines of code, to perf ratings, to contract renewal rate) as dependent variables... ...and then running a giant regression analysis to understand the behaviors that actually matter. (The book is the why, what, and how of these 12 or so behaviors). At the end of the book I include a call to action for others to advance this work, to improve it. I think this group at McKinsey is uniquely positioned to do this well.. Again, the world does *not* need another person or group's *opinion* about what it takes to be a great manager. It needs data on teachable and assessable behaviors that managers should practice over and over, which then lead to happier employees (engagement ) and better business outcomes (the point of employment). Indeed over the last 30 years, despite mountains of content aimed at improving these middle managers, new managers, and executives, the reality is that none of these groups of managers have shown measurable improvement. #WTWYW

Have you ever stopped to think about how important middle managers are within an organization? Top-performing middle managers are essential to any company, with the potential to lead to much better financial results. They are able to foster stronger team bonds which improve its performance and drive effective operations. They help turning the organization’s vision and strategic goals into reality, and they are on the front lines of the competition for good professionals. Despite this relevance, a survey of McKinsey & Company revealed that they often find themselves bogged down in administrative tasks, instead of focusing on more important activities, such as managing the company's talent. In addition, the study found that companies with top-performing managers yield multiple times the total shareholder returns (TSR) of those with average or below-average managers over a period of five years. The focus on this group becomes even more important in volatile times that require resilience and changes in operating models. According to this year's numbers, companies that invest in their human capital generate more consistent gains in turbulent times. What actions can leaders and organizations take to create more top-performing managers and, in turn, increase the value they bring? Next, see five steps to help strengthen your middle manager's performance. 😉 #leadership #management #performance

Leaders, are we wasting our middle managers' potential on purpose? “62% of CEOs do not rate their middle managers very highly,” reports DDI | Development Dimensions International. Some write them off as the first to cut. Others expect them to be mini-CEOs. Many perceive them as “paper pushers” just driving the C-Suite/SMT agenda. Yet amid uncertainty, we rely on them to rally engagement. Who better understands the "on-the-ground" concerns beyond the C-suite bubble? Whose relationships with staff truly move "the needle" on satisfaction and retention - theirs or the C-suite's? I believe it's time we appreciate these unsung heroes solving problems at a scale no executive can replicate. They know precisely where to trim costs or risks. They understand capability gaps that need upskilling for our goals. Constant underappreciation has consequences. Overburdened and overlooked, middle managers’ morale drops. Disengaged employees follow suit. Soon, team efficiency lags. We often lose our best catalysts for sustainable growth without executives noticing (HR always gets us the next best manager, right?!). Too commonly we discount middle leaders as less strategic, then expect them to deliver on strategies. Yet no organization can afford to squander their disproportionate impact. The time has come to recognize their true worth. We must empower these difference-makers to drive results only they can unlock. The business' success depends on it. #leadership #strategicleadership #appreciationpost

Power to the Middle: Why Managers Hold the Keys to the Future of Work! In the ever-changing corporate landscape, the importance of our middle managers cannot be overstated. Drawing on the insights from a recent article by Emily Field and Bill Schaninger, Ph.D. from McKinsey & Company, as well as my own experience, it can be confidently asserted that middle managers genuinely hold the keys to the future of work.   🔑 Middle managers are the conduit between strategy and execution, driving organizational growth and innovation. 🔑 They represent the organizational culture, shape employee experience, and thus, greatly influence talent retention. 🔑 High-performing managers are the real 'superstars' of any organization, much like the head coaches of successful sports teams.   It's time we reconsidered how we reward and nurture our middle managers: 💡 Pay should reflect the value they bring; sometimes, this may mean earning more than senior leaders. 💡 Offer stock options to share the success they help to build. 💡 Expand their scope within the same role, rather than moving them to a role that doesn't fit their strengths. 💡 Encourage them to take charge of their innovative ideas.   In my experience, the impact of empowering middle managers has been transformational for organizations. Let's not just move our best to the front office, let's also give power to the middle - where they can continue doing what they do best. It's time to redefine what 'promotion' really means.   Source: Power to the Middle: Why Managers Hold the Keys to the Future of Work, a book by Emily Field and Bill Schaninger, Ph.D. Harvard Business Review CB Insights strategy+business #leadership #middlemanagement #empowerment #consulting #strategy

Middle managers play a crucial role in connecting employees to company goals and making work more meaningful and productive, and true organizational transformation can occur only with their involvement, according to a new Harvard Business Review article authored by three leaders (Bill Schaninger, Ph.D., Bryan Hancock, and Emily Field) from O.W. Founding Partner McKinsey & Company. For companies transforming their culture to one where employees feel, think, and act like owners, people-centered middle managers are critical. McKinsey found that companies whose managers excelled on human capital metrics—such as employee empowerment and bottom-up innovation—had high returns on invested capital (28%). Read about how retaining and training middle managers can help organizations thrive: https://lnkd.in/dyaU-nuX. #employeeownership #middlemanagement #businessmodel

Middle managers can be the link between senior management and the rest of the company to translate strategy into SMART goals and objectives that enable the entire organization to succeed. And, when adding in an ownership component to the entire organization it creates enterprise and individual financial values.

As leaders, supervisors and middle managers play a critical yet often overlooked role. They are the points-of-connection between executive #leadership and frontline workers. It is in these conversations and day-to-day interactions where an organization's culture is forged - for better or worse. While senior leaders may set strategy and vision, it is middle #management that brings these to life through their influence on direct reports. They shape team engagement and output through the environment they create. When done intentionally, they build trust, facilitate collaboration, develop employees, and boost #retention. However, without proper support, the stresses of their job can lead to the seeds of dissatisfaction and turnover. That is why it is so important that organizations invest in setting up #supervisors and middle managers for success. They need to be equipped with management training and #coaching that gives them the skills to lead, communicate, coach and resolve conflict. They should have opportunities to give input to leadership on challenges their teams are facing. And they need forums to connect with their peers to share ideas and best practices. With the proper development and support system in place, supervisors and middle managers become force multipliers that amplify the vision from the top. They become talent magnets that attract and retain your best people, leading to better business outcomes. Facilitating their growth into confident, caring leaders of people pays incredible dividends. The connection between worker satisfaction and their immediate leader is undeniable. An intentional focus on growing first-level leaders pays off exponentially for organizations seeking engaged, high performing teams and culture. The frontline leader sets the tone - so let’s make sure we are setting up our supervisors and managers for success. Add your thoughts in the comments below on how we can set people up for success.

Insightful article on simplifying the role of middle managers to drive optimal value in an organization. This is especially relevant for large enterprises. It is not surprising that “organizational bureaucracy” is the most negative experience for people in these roles.

#Privateequity-backed executive leadership teams need to nurture #talent, build critical infrastructure as they scale their portfolio companies, and establish alignment across their organization. The key to these challenges? Middle management. Learn why investing in #middlemanagement makes talent management easier, optimizes efficiency, yields greater shareholder returns, and more: https://lnkd.in/eMTVJ_NS #leadership