While the CEO and executive-level leadership have a view from the top of the organisation, middle management straddles two quite different tiers. That this layer of management is happy, well-adjusted and working effectively is crucial to any organisation.
One of the best ways to ensure this is to offer these staff members regular training and development, equipping them with the tools necessary to successfully lead their teams, as well as manage the expectations of the exco. Indeed, a recent Deloitte study showed that learning opportunities are one of the strongest drivers of employee engagement.
Mindspa Institute managing owner Elmarie Pretorius says that a company that is willing to invest in its staff – especially during difficult trading times – to help them cope with their individual challenges, shows employees that the business values them. ‘People are satisfied when they feel they are in control of themselves and their challenges, and when they are acknowledged,’ she says.
Barbara Walsh, MD and co-founder of boutique consultancy firm Metaco, agrees, saying that employees value learning and often see a company’s investment in such endeavours as proof of its commitment to its staff, and that this boosts performance and productivity. ‘In environments where learning is encouraged, it will be shared across internal networks, generate commentary and discussion, and feed into the learning experiences of others – not only peers but at all levels,’ she says.
According to Lee Kingma, executive coach and facilitator of Media Works’ Effective Leader programme, group learning processes connect people and allow the opportunity for creative thinking and innovation, as people build on each other’s contributions. Individual training interventions also contribute to employee engagement, she says.
John Brodie, leadership services lead: human capital, at Deloitte Consulting Africa, says that, in general, organisations do not invest enough in management development, particularly when a staff member transitions from being an individual contributor to managing other roles. ‘People are generally promoted for technical competence and not enough attention is paid to the people leadership skills and orientation that is required to manage effectively,’ he says. ‘But it is crucial that managers are given the skills to manage what are often competing priorities.’
Pretorius echoes this thinking, noting that training at middle management level is crucial to succession planning and leadership development. ‘Middle management-level employees are often technically proficient and have proven themselves in terms of their technical knowledge and ability. They are then promoted into management positions and are in dire need of coaching and training to understand and bridge the gap between technical expertise and organisational leadership,’ she says.
With this in mind, a key area of focus for middle managers is to help them transition from concentrating on their own technical skills to instead recognise and understand that how well they can leverage, engage and motivate people with those skills in their team will define their success as a leader.
‘Great managers can have an exponential impact on the performance of others if they can get them to work effectively as teams,’ says Brodie. With regard to which are the most important skills to develop in this tier of management, there seems to be agreement that the ‘softer’ skills are often those that most need development.
‘If you speak to most managers, the thing that often creates the most stress is people-related issues,’ he says. ‘Therefore, the ability to communicate effectively is key, as is conflict management and understanding how to apply key principles of performance management.’
Walsh believes that leading is about much more than merely managing outcomes and is recognised through behaviours and attitudes rather than hierarchy. ‘At mid-management level, the most important focus areas of development are on the skills of leadership, specifically the EQ skills of self-awareness, empathy, listening, clear communication, negotiation, problem solving, reflection and co-solutioning,’ she says.
Business skills are secondary and technical skills even less so. ‘Middle managers do not need to set vision or strategy; rather, they need to execute it. They need to be able to ride the waves of change, innovate and empower others. In other words, rather than diving down to fix things themselves, they need to help others learn and achieve their results through their teams.’
Being able to support and develop others effectively and boost their performance is another area of emphasis, notes Brodie, and this is where coaching and mentoring adds great value. Walsh agrees, saying that mentoring and coaching are complementary relationships that have been proven to be among the most successful enablers of career development at all levels.
‘Mentoring is usually focused on a particular career role and is a longer-term engagement. As it tends to require a deep level of self-disclosure on the part of both mentor and mentee, it can be a more difficult relationship to embark on but, once established, although the nature of the relationship changes, the connection can endure for decades,’ says Walsh. ‘Coaching is a shorter-term relationship, which, at mid-manager level, usually concentrates on behavioural issues – areas like developing stronger EQ skills, decision-making, delegation and teamwork.
‘It works well alongside mentoring and/or training – the coach can assist with experiential learning, reinforcing what works and what does not.’ The best methods of training employees at middle-management level are those that concentrate on practical tools and skills that can be used every day.
Training at this level should also be interactive – workshop environments are particularly successful as attendees can play out various scenarios under the guidance of skilled facilitators. A blended learning model – a combination of online learning, group participation and coaching and mentoring – is also recommended.
Relevant and regular staff training goes further than merely upskilling staff – it helps organisations stay innovative and ahead of the curve, too. ‘Relevant training enables staff to cope better in times of change and economic downturn as it arms them with tools, techniques and tricks to manage themselves and others better, therefore lessening the chance for burnout and negative conflict,’ says Pretorius. ‘It often renews their energy and commitment and opens their minds to creative thinking and problem-solving.’
It also encourages people to cultivate a mindset of ‘always learning’, notes Kingma. ‘This happens in conversations outside of work, having an interest in researching and reading further on aspects of interest. These activities lead to conversations for innovation and seeing new opportunities that impact the workspace outside of the training room,’ she says.
Walsh believes that the most effective way for senior leaders to create a thriving culture ‘is to prove to others that they themselves are willing to embrace a culture of continuous learning. This will instil an appreciation for the benefits it brings to the goals of the team and the entire company. A culture where vulnerability is appreciated as a key aspect of learning enables a powerful, inspirational opportunity for learning and thriving’.
But what about the new generation of leaders, some of them millennials, accustomed to immediate gratification and readily available information – or just to a new way of thinking and doing? Kingma says that technology has been a game changer for the new generation, giving them access to information at an accelerated rate. However, she says, it has also led to a lack of focus, a desire for instant reward, and less patience with emotional development. That said, her experience in coaching younger executives is that ‘they are no different in that all the personalities are still evident as reflected throughout history’.
Pretorius supports this sentiment. ‘I think leadership has always revolved around the same key issues through the ages, as leadership primarily has to do with people management and much less with technical expertise. I believe that young leaders are often more open to learning and willing to engage with their teams, something which is sometimes amiss with more senior or older leaders.’
Walsh says that those young leaders not prepared to follow the traditional ‘command and control’ methods of leadership may seek employment elsewhere, while others may choose a path of self-employment. For the rest, it is about finding the right fit.
‘Where the organisational culture enables experimentation and encourages learning from what works and does not work in an open and non-judgemental way, young leaders will usually thrive,’ she says. ‘For them, one of the best ways to be noticed is to lead a team that is united, cohesive and connected. In these cultures, an inspirational young leader with a growth mindset for themselves and others has exceptional potential to be recognised for further development.’
