Are You Leveraging Your Middle Management?
I spend a lot of time talking about senior leadership in companies.
And when someone isn’t a senior leader, I often default to referring to them as “middle managers.”
It may seem like middle managers are simply aspiring leaders who can’t quite hack it.
The reality couldn’t be further from the truth.
So let me clarify, and show some love for the all-important management function in your company.
***
When your business is small, there’s no real distinction between leaders and managers. You try to get the most senior people possible on your team, and they have to do a little bit of everything.
They have to think strategically about your business AND ensure you get s*** done.
As you grow, though, you need that extra layer in between senior leaders and the folks on the front lines.
Here’s exactly what they do:
- Keep teams accountable and on track
- Give teams resources to be successful
- Remove obstacles so teams can do their jobs
- Offer support, coaching, and mentorship to help teams develop
- Build personal relationships with team members
In short, they make sure the things that should be happening are…happening. Managers are closer to the day to day of operating the business: the customer challenges, the team challenges, the delivery challenges.
If you are a certain size, you need these roles, and the right people to fill them.
And eventually, slotting in your most senior team members doesn’t cut it.
***
Here’s what happens when you ask a senior leader to also act as a manager (for too long).
First, you’re stretching them too thin. They don’t have time to do the leadership activities and the management activities. Something gives, and it’s usually the strategic work that is less urgent but more important.
Second, you aren’t playing to their strengths. Most senior leaders have been middle managers before. But if they’re good at what they do, they become accustomed to big-picture thinking. Perhaps they’re capable of getting in the weeds of management, but it’s not what they’re best at.
To reiterate, management is a skill—an important one—and being a great senior leader doesn’t necessarily make you the best person for the job.
Third, you’re probably overpaying. If you are using a senior leader’s time to act as a middle manager, you’re grossly overpaying for the role. If you can afford it, you’d be better off reallocating that senior leader’s time to, well, senior leadership. Bring in a dedicated middle manager instead.
***
I know.
You’re thinking, “Sounds great, Eric. But I don’t want to pay for a middle manager. They aren’t even billable!”
You’re right. And this, maybe, is why this all important function gets dinged. You have to make an investment in middle management, and it feels like it’s going to set you back financially.
There is a cost to bringing on a new layer in your team. But there’s also a cost to not doing it.
Every employee needs a manager who can help them, guide them, and, well, manage them.
If you aren’t providing that to your team, you’re limiting your own potential.
Hiring a management layer is an operational decision, but it’s also a financial one. Our finance team can help you determine the right time to bring on middle managers - contact us today.
