Tips For Mid Managers To Deal With Existential Crisis

by CXOtoday News Desk    Mar 06, 2015

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In a rapidly evolving digital world, the company executives are increasingly realizing the potential of leadership in scripting success of a company. A company can have the right product and an effective process, but it is likely that even a great idea can be a failure if it is not executed in a proper way.

The mid-level managers play a crucial role in ensuring efficient implementation of projects and effective operations.Getting the right talent and enabling the workforce with relevant training to move up the ladder may not be sufficient. In order to achieve business goals, there is a need for efficient management of resources, and that calls for a change in the role of mid-level managers.

Recently, Wipro CEO T Kurien emphasised the same in an interview: “There are other people who just manage people and that’s the game that you don’t want in the future. Because, having a person who sits as a router, routing traffic from one end to the other, communicating upward and managing downwards is not a function that you require long term. That particular skill set is not going to be required any more.”

There is a need for middle managers to reposition themselves in a digital organization and fight against situational redundancy.

“This requires a new attitude for managers to move from being administrators to leaders,” writes Mark P McDonald in an Accenture blog. Mark P. McDonald With the evolving needs of the digital businesses, the executives are dealing with increased complexity to lead the company towards achieving agility and scalability.

The emerging technologies like analytics and big data are good companions for mid-level managers in helping the management in better planning and strategies.But the journey of middle managers isn’t that easy. Though executives are dependent on middle managers to implement their firm’s vision and strategy, the latter are often deprived of necessary resources.

“Middle managers receive fewer resources, manage more people, and are less engaged than all other employee groups,” according to a Bersin & Associates 2011 report titled Maximizing Middle Managers. A report by Harvard Business School states that to evolve as leaders, managers have to internalize the idea that leadership is fundamentally different than managing tasks.

“We need fewer administrators and more mangers with the ability to bridge between strategic objectives and tactical transformation,” says Mark P McDonald.  Some characteristics of the future mid-level managers, as listed by McDonald include:1.Recognizing the difference between raising the efficiency of commodity capabilities and focusing on the effectiveness of the capabilities critical to success.2. The ability to treat technology as an information rather than as application.3. The need to connect technology investments with tangible outcomes at the customer and operational levels.