There is a critical organizational level, frequently overlooked and under-appreciated, that gets even less attention during tough economic times – “middle management”.

Middle managers are front line supervisors and managers who are not empowered to make the strategic business decisions and, instead, report to more senior managers who do run the business.  This group is crucial in terms of ensuring organizational efficiency, and often has a wealth of important historical expertise and knowledge since they move around less than the executives above them.

Unfortunately this group is in peril as we experience these tough recessionary times.    Imagine having the stressors and expectations on you that accompany today’s business climate without having much control to influence outcomes.

Furthermore, middle managers must not only try to perform in difficult circumstances, since everyone’s viability comes under scrutiny in tough times, they must also meet the needs of two very disparate groups – those who report to them (their staff) and those to whom they report (their bosses).

When I was a youngster, we used to play a baseball related game called “monkey in the middle”.    Two players would toss the ball back and forth between the bases while a third player was “hung out” in the middle and needed to safely get back to a base.  It wasn’t easy, took lots of patience and perseverance, and more often that not, resulted in the hung out person being tagged “out”.   In some ways, that is how I envision the plight of the middle manager during these tough times.  They are feeling less empowered than ever, while somehow trying to get control of a ball that seems out of their grasp.

There have always been challenges for front line supervisors and middle level managers, especially when it came to implementing change decreed from above.  However, the pressures today from both above and below are extreme.

Subordinates are likely feeling very insecure.   On January 26, 2009, over 70, 000 job cuts were announced in the United States in one day along. This has a ripple effect on the fragile psychological state of many employees who are already anxious about their security.  And of course they will be looking to their managers for reassurance and direction as these types of insecurities and ambiguities increase.

Senior management is also challenged to find new ways to navigate through choppy waters.    This will certainly translate into additional pressures being put on middle managers to find savings and generally, do more with less.

So what is needed?

I believe the answer lies in the concerted efforts of 3 key organizational levels to ensure that middle managers are able to cope and thrive.

Helping middle managers from below - How staff can help…

Interestingly, staff who report to middle managers may, temporarily, be feeling more resilient than their bosses.   Even though their energy may be waning, the very fact that they have less on their plate may give them the psychological energy to play a supportive role to their managers.  This won’t be true for all staff of course, but certainly some staff will be feeling more energized and capable than those to whom they report.  I liken this to a form of “role reversal”.

So, what can staff do?

(i) This may be a good time to “step up to the plate” and ask the manager what needs doing and how they can help.   The benefit to staff is the opportunity to grow and develop on assignments and tasks they might normally not be considered for. This provides both new skill development and important visibility.   Furthermore, the staff member’s attitude and willingness will likely be appreciated and well received by the manager who is struggling to cope.

(ii) Staff may also notice a downturn in the behaviours of their managers.  Whereas the manager may have previously provided a reasonable balance of task (directing) and relationship (supporting) behaviours, now the heavy focus will likely be on task.   This can lead to morale issues if staff don’t recognize the situation for what it is – that is, the manager is under increased pressure to get things done and may overlook the niceties of the past.  Staff need not interpret this as negative or intentional on the part of the manager.

(iii) Staff may even be able to help normalize things for the manager by acknowledging the challenges everyone is facing.   Nothing is more challenging that feeling isolated at the very time when you need some help.   Staff may be able to share their awareness of the collective challenge and this will help re-energize the manager.

Helping middle managers from above - How senior management can help…

Senior management needs the support and trust of their middle managers, now more than ever.  If things are going to get done, new changes implemented, all while trying to

ensure that the most capable people don’t leave the organization, then executives need to connect with middle managers.   The middle rung is literally the “glue that holds everything together”.

So, what’s needed from above?

(i) Executives have to make more calculated decisions on what’s a priority and what’s not.   Notwithstanding the importance of change, it is also important to foster some sense of stability – especially in these times.   Middle managers need to clearly understand why certain decisions and actions are being undertaken, and also feel confident that less important actions are (at least) temporarily shelved.   It really boils down to looking at what is important and urgent, not just what is urgent.

(ii) Senior managers also need to give some slack to middle managers who might not be feeling at the top of their game.    Knowing that executives “have your back” will lessen the stress on middle managers and cause them to be more open to change.

(iii)  Communication, typically poorly done, needs to be significantly ramped up!   Executives must seek the input of middle managers on matters pertaining to them and, wherever possible, act on that input.    Senior management can also provide feedback on business matters that perhaps don’t normally get relayed downward.  This will also send a positive message to middle managers who typically feel out of the loop.

(iv)  Finally, during precarious times, senior management can articulate “guiding principles” on how decisions and actions will be taken.  This will have a calming effect on many middle managers.   These could include: (a) people will always hear about things impacting them first and not through a peripheral 3rd party; (b) information that is believed accurate will be shared sooner than later and (c) timelines will be provided when information that is currently unavailable will become available.   In effect, senior management is modeling a values-driven approach to operating.

Most importantly – how middle managers can help themselves…

There are things middle managers can do that will help with their “psychological” state, which in turn will help with their physical capacity.

(i)  My first recommendation is that middle managers get clear as to their “circle of influence” and focus their attention on this area.   All too often when under stress, people tend to obsess about things outside their control which takes their focus and energy away from things within their influence.  Getting very clear on what can be controlled or influenced allows middle managers be a more useful coach to their staff who will be looking for feedback and clarity.

(ii) Middle managers need not be an “island unto themselves”.   Instead of masking their concerns or worse, putting on overly positive airs, middle managers should be honest with others about the realities and implications of the situation.  Their staff will respect this type of candour and, being honest, doesn’t mean having to preach doom and gloom.  In fact, when managers combine honesty with our recommendation above about focusing on their circle of influence, they will actually be able to help themselves and others take meaningful actions.

(iii)  Finally, middle managers need to be honest and upfront with more senior management.   Key to “influencing up” is the ability to present a balanced picture which realistically presents both the benefits and the risks of different actions.    Middle managers need to push back as the need arises but in a professional way that clearly shows how the risks outweigh the benefits of what is being proposed from above.   The more that middle managers can move into a partnering role with their bosses, the easier it will be on both levels of management to succeed during tough times.

In one of my recent articles, I discussed a 4 part strategic influencing tool that allows middle managers both to promote change and push back on upper management when change is ill-advised.

I sincerely hope this article provides both an awareness of the critical importance of helping middle managers succeed as well as some concrete ideas on how all organizational levels can help.

Authored by Robert Harris, B.Comm, MBA, CHRP who is President of Robert Harris Resources Inc. (www.rhresources.com) and author of the new book, Change Leadership: Inform, Involve, Ignite.