How to Develop New Managers? 

Navigating the role of a middle manager can be a challenging feat,  requiring a blend of operational expertise, communication finesse,  and effective team management. In the wake of the 2008 recession,  many businesses streamlined their operations, leaving middle  managers with added responsibilities and heightened expectations. 

These mid-level leaders are now tasked with overseeing day-to-day  operations, aligning the organisation’s vision with its goals, and  meeting the demands of senior management. Developing  competent middle managers becomes crucial in such a scenario,  and promoting internal candidates often proves more cost-effective  than external hires. 

So, how do you nurture middle managers to ensure they grow into  their roles effectively? 

1. Provide Formal Training 

Establishing a robust training and development program is  essential. If your company lacks such a program, consider investing  in one-off training courses or a comprehensive onboarding process  for new managers. Targeted learning, whether internal or external,  equips managers with the necessary skills to handle their  multifaceted responsibilities. 

2. Empower Them to Engage Team Members 

Middle managers play a pivotal role in fostering employee  engagement. While senior management guides in establishing a  company culture, middle managers are crucial in maintaining  transparency within teams. Encourage them to communicate openly  

about work, results, and team performance, instilling trust and  confidence among employees. 

3. Prioritise Communication Skills 

Effective communication is the backbone of successful  management. Middle managers must communicate seamlessly with  both senior management and their direct reports. During training,  emphasise the importance of clear and consistent communication,  ensuring information flows smoothly up and down the management  hierarchy. 

4. Build Competencies 

Middle managers are expected to handle diverse responsibilities,  from leading change to managing resistance and meeting  deadlines. Focus on developing their competencies through  targeted experiences. Some companies opt to grant additional  responsibility and authority progressively, allowing managers to  grow into their roles organically. 

5. Set Realistic Expectations 

Recognise that the transition to middle management can be  challenging for many candidates. Avoid putting undue pressure on  them to excel immediately. Allow time for them to acclimate to their  new position, offering support and guidance as needed. If after a  reasonable period progress is lacking, consider intensifying training  initiatives. 

6. Clarify Expectations 

The responsibilities of middle management can sometimes be  ambiguous. Senior management should provide clear expectations,  delineating roles and responsibilities over different periods. A well 

defined job specification ensures middle managers have a  comprehensive understanding of their scope of work. 

7. Establish Key Performance Indicators (KPIs) 

Implement KPIs for middle managers, similar to those set for teams  and individuals. These indicators help identify areas for  improvement, allowing managers to focus on enhancing specific  aspects of their development. Strive for a balanced approach,  concentrating on mastering the fundamentals before tackling more  complex challenges. 

8. Lead by Example 

Senior management should exemplify the behaviour they expect  from middle managers. Observing experienced leaders in various  situations provides valuable insights for mid-level leaders. A positive  leadership model encourages a culture of continuous improvement,  benefiting the entire organisation. 

Developing effective middle managers requires a strategic and  supportive approach. By investing in training, fostering transparent  communication, and setting clear expectations, organisations can  empower their mid-level leaders to navigate challenges  successfully. Remember, a well-nurtured middle management tier is  the backbone of a resilient and thriving business.

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