Movin’ on up: Helping New Mid-Level Managers Succeed
The crux of leadership is helping your fellow employees share the load. No one can stand alone, and a boss’s ability to train and oversee mid-level managers may determine a company’s success or failure. A recent guide in CIO aims to help C-level professionals guide team members into manager roles(Aug.11, Barrett). The source indicated that many new managers make mistakes and fail to stick in those positions for a significant amount of time. Reversing this trend is one of the most helpful moves a C-suite professional can make to ensure a company’s strength from top to bottom. This process starts with spending adequate time with the promoted employee, ensuring he receives enough clarity on what the role entails. Being instructive on expectations and listening to that professional’s view of the new position are good practices.
Once expectations are set, it’s time for leaders to ensure new managers are ready to balance a team focus with subject matter expertise. These individuals may have been promoted due to the latter, but they’ll need to leverage the former, too. Barrett also urged C-level professionals to encourage the managers in their sphere of influence to form professional relationships with one another. Strong horizontal bonds between this stratum of the company will prove hugely helpful. Once they accomplish this, top leaders need to master the art of giving feedback that contains positive encouragement as well as corrections or warnings. The last point that the C-suite must impress upon the next layer of management is that it is all right and necessary to delegate. People taking too much on themselves may burn out of their new roles quickly. These hints will help companies stay strong and united throughout the chain of command.
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