Manager in the Middle: Coach vs Commander

Middle managers are often seen as outdated, ineffective, or even harmful to organizations. However, research from Harvard Business School, explored in their recent article: The Middle Manager of the Future: More Coaching, Less Commanding, suggests that middle managers can be powerful agents of change and innovation if equipped with the right skills and support.

Based on a linguistic analysis of more than 34 million online job postings for managerial openings in the US between 2007 and 2021, the study reveals that organizations increasingly seek middle managers who can collaborate, inspire, and problem-solve rather than supervise and discipline. The author, Letian Zhang, calls this the “art of reflection” and argues that it is essential for middle managers to adapt to the complex and dynamic challenges of the modern economy.

To practice the art of reflection, Zhang recommends four design principles for middle managers:

  • Aim for good enough.
  • Ask the right questions.
  • Zoom in and out.
  • Embrace uncertainty.

These principles help middle managers create a learning environment, care for and support their staff, provide feedback, communicate effectively, and provide resources.

These skills can also increase their coachees’ confidence, communication, and teamwork, facilitating their induction and reducing stress. Moreover, these skills can enable middle managers to translate ideas between layers of hierarchy, solve problems with data, and connect groups with disparate skills at key points in a project.

See the article linked above for more on the subject, and review the following to explore this further:

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