[Special 2-Part Series] Part 2 – Succeeding as a Middle Manager

Last week, we shared four reasons managers fail in their roles. When ascending the corporate ladder, managers aren’t always comfortable with the responsibilities and privileges that come with the position.

Here’s a quick recap of these reasons:

1. Fear of standing out. Managers are afraid of losing face or incurring the wrath of their manager.

2. Doing what they always did. Managers use the same formula that got them promoted, and neglect the fact that they now have new responsibilities and expectations.

3. Inability to accept their position. Managers want to be part of their team, and are unable to accept the fact that their position comes with privileges not available to the rest of the team.

4. Afraid to make tough calls. Managers fall back on playing it safe and continue turning to their bosses for help on making the ultimate decision.

Let’s flip the coin around and see how middle managers can succeed in the workplace.

Standing out

As a middle manager, you’ve spent years learning your trade and being the best you could be – earning you your promotion to your position. Like how you learnt from those before you, you are prepared to share your journey and your own learnings. You share your knowledge with others via internal and external platforms.

You are not held back by thoughts of being chided by your manager, or being sniggered at by peers or colleagues. You’re not afraid of grabbing opportunities that come at you – because you’re well aware that they will help you grow and develop as a manager.

Doing things differently

Becoming a manager means thinking differently, and approaching projects and situations with different lens. As a project participant or even a project manager, you may have been responsible for one aspect of the task at hand or even all of it. However, as manager, you will have to start looking at the project’s impact on the team, and even question whether such a project could affect the team’s future work. It’s no longer about being focused on one thing alone.

You were promoted to manager because you’re good at what you do, but that doesn’t mean you need to continue doing it the same way. It’s now time to lead others, and provide them with the your guidance to get the job done.

Marshall Goldsmith’s 2007 book “What Got You Here Won’t Get You There” serves as a great guide to eliminate the habits that hold managers back from hitting their peak.

Accepting your position as manager

When you were the employee and saw your manager enjoy her privileges, didn’t you want some of what she had? Now that you’re one yourself, it’s time to embrace the fact that your position comes with benefits. You earned them, so accept them graciously.

It won’t hurt to remind yourself every once in a while that you worked hard to get to where you are now, so your benefits – the better airplane seat, the larger hotel room, the better tickets at the musical – are your just rewards.

Making tough calls

As a team leader and manager, you’re looked upon to make decisions for the team and stand by them. Being a manager means standing tall and strong in the face of uncomfortable situations. You have to count on your years of experience to decide how things are going to be executed or managed. Your manager is going to expect – and want – you to make the decisions instead of constantly running to her. Sure, she’s there to dish out advice, but not make your decisions for you.

So, be the manager that people look up to. Make the tough calls.

Oh, and one more thing: Your team is counting on you to face the tough questions when things don’t go as planned, but remember step aside when there’s glory. They’ll thank you for it.