Managerial roles require a high level of responsibility and insight. If you want to go the way of many of today's companies, you are just sowing the seeds of a larger problem. Increasingly, organizations prefer a flatter organizational structure and accountability by pushing the responsibility down onto middle managers, who lack the proper training to handle demanding tasks. A study by Harvard Business Publishing confirmed that more than 70 % of organizations believe that their development programs do not meet the changing needs of middle management. And that is not all.
The report by Deloitte Global Human Capital Trends for 2014 also shows that only 21% of global companies believe they are having no problems with retention. The rest are aware of the risk that obligations associated with underdevelopment can lead to the burnout of middle managers, staff turnover, disruption of succession planning and other shakeups within the company. How can this be prevented?
Where does your money flow?
Until recently, many companies invested primarily in educating managers at the highest levels and provided basic training for new managers. Caring for middle management, however, lagged behind. The Harvard survey of 2013, however, shows that this approach is gradually changing and companies are finally also aiming to support the strategic and communication skills of middle management and talent management. Is this happening in your company?
Money is not the problem, but time is
The Harvard study shows that the main obstacle to the development of new initiatives is time in up to 70% of cases. What is the fastest way to fluster your stressed executives even more? The traditional ways of developing leaders require managers to leave their daily work and participate in long-term development programs. The intention may be nice, but the result is that they are even more bogged down. Find ways to help your managers in the mid-line to develop continuously and smoothly to avoid distraction from their work.
Use technologies to plan
YouTube, Facebook, WebEx, GoToMeeting or Skype. These are all web communication platforms, which a large majority of executives are familiar with. So why not use them in the development of these professionals? Technology can help break the barriers of time and cram learning and development initiatives into full schedules. Do you use online video, web conferencing software or other tools in the development and education of your leaders?
Help to develop managerial thinking and leadership behavior
Being a mid-level manager often involves a significant shift in thinking from personal success to measuring the success of their own team. In a flat organizational structure, however, this shift may not occur. The risk of burnout can be reduced by equipping a middle management with leadership skills that will enable them to gain confidence, enhance motivation and form positive team culture.
Know - do - be
In 2011 The Handbook for Teaching Leadership: Knowing, Doing, and Being by three Harvard professors was published. The book presents compelling arguments why leadership development depends equally on leadership training (doing), a shift in thinking (being) and the practice of getting new ideas (knowing). The arguments were so convincing that the Harvard Business School rebuilt its entire MBA program on this basis.
Even you can use these principles in your development program. Develop practice based on a combination of formal training, coaching and on-the-job learning. The 360° model helps managers to avoid burnout through continuous improvement. You can even use the "cohorts" approach when you let middle managers go through an educational program in groups and create a sense of belonging. Building lasting relationships and connections may also ultimately strengthen cooperation across the company.
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