Sarah McLellan’s Post

Middle managers have the "power to decrease employee burnout, empower and maintain intelligent and hard-working team members, create lasting interdepartmental connections, translate and implement company-wide decisions and ultimately increase a business’s bottom line. They are the "Clark Kents" of the workplace—with a superhero suit hidden beneath their business attire." Thanks for your research, Zahira, and the call for empathy.

Much like public infrastructure that we often take for granted, middle managers are often undervalued. (Case in point: how often do we think abour pumping stations until there is no water from the tap?) Similarly, work not seen within organizations is undervalued - until something goes awry. This ode to the best of middle managers speaks to the typically unsung ways they affirm organizational culture, mentor and guide, and create joyful spaces for day-to-day work. https://lnkd.in/dkzcnmRK

Insightful read: The Quiet Magic of Middle Managers “…serving as the invisible glue that gives us a shot at sticking together.” “The democratic fabric is held together by daily acts of consideration that middle managers are in a position to practise and foster. The best of them do not resolve our disputes but lift us above them so that we can see disagreements from a higher and more generous vantage point.” Waving that magic wand, middle managers have the opportunity to lead with strong ethics, to foster a healthy culture and build strong and lasting relationships. Read on…. https://lnkd.in/gNuxpEgD

In ethical leadership: if you help your people become the best versions of themselves, the results you seek will take care of themselves.

Middle managers aren't the big executives leading the company or the lower level team members bringing in new perspectives. But they are heroes in their own right.👇 I was excited to see this article by David Brooks and agree with his assessment that, at their best, middle managers “are the unsung heroes of our age.” Not surprisingly, the comments indicate that many people’s experience of #Management falls far short of the ideal David describes in this article. The comment that that middle managers “are largely (an incompetent) class of bureaucratic sycophants keeping a fundamentally unfair system afloat” seems to capture too many people’s experience. I’m now wondering how many have thought that about me at different points in my career. Given the work I do working with mid and senior level #Executives every day, I have a few thoughts: 💡 We’re all “middle managers” in some way. The CEO is caught between the board, investors, employees, and their family. Front line employees are caught between their boss, peers, customers, and family. We’re all struggling to manage competing priorities. Sometimes we handle that tension well, sometimes we don’t. 💡 As in any field, management talent is not evenly distributed. Assuming a bell-curve distribution, most of us will spend most of our careers working for mediocre managers with a precious few great ones along the way. And, hopefully, only one or two truly toxic ones. It’s just math. 💡 Don’t confuse the person with their performance. The vast majority of managers are good, caring people, doing the best they can with the skills, mindsets, and self-awareness they have at the time. Even if we, and they themselves, wished they could do better. People are so busy trying to manage what’s in front of them, without another model, they can easily fall into the trap of checking their humanity at the door in service of getting the job done, or even just getting through the day... And yet, the vast majority of them get up the next day and try again. Let’s give people an adequate model for managing the competing priorities and contradictions they face and help them develop the emotional intelligence, resilience, and courage they will need to implement it. Read the full article at the link below and tell me: What have your experiences with Middle Managers been like? https://lnkd.in/gtWXhaeK #Authenticity #ConnectionMindset

Middle managers are too often overlooked, but—as I’ve expressed time and time again—these roles are the bread and butter of healthy organizations.   I appreciate this take on how these unsung heroes use a “quiet magic” to bring a humanistic, people-first approach to inspiring workers along their professional development journey.   Great reminder that fostering an environment where managers can flourish by developing their unique abilities is crucial for company success.   #PeopleFirst #MiddleManagement #OrganizationalDevelopment

Let's talk about Middle Management. 'Unfortunately, the word “middle” implies that the person in that spot is on the way to somewhere else—ideally, the top.' We need to start looking at managers differently. Unfortunately, there are deeply ingrained ideas in the corporate world, based on hierarchies which used to dictate performance levels in the past, and we need to change those. Not everyone is thriving in a middle management role. Also, those who thrive, might feel the pressure to move towards the top to earn better. The results is only that people who are great in the jobs start doing things they're not so good at anymore and the organisation suffers. 'Much of the corporate world is still in the dark about how to promote stars within the same role.' I especially like the idea of paying a middle manager a senior executive salary if they bring more value with their work. I like the closing of the article: 'How can you make sure you are offering the right rewards to your most-valued managers? Here’s a thought: ask them!' Have meaningful conversations, make sure people thrive in their roles and pay them well when they bring value to the organisation.   #manager #leadership #leadershipdevelopment #consciousleadership https://lnkd.in/dDRMY9UF

This is a great article about the importance of middle managers. "Amid a wider national atmosphere of division, distrust, bitterness and exhaustion, these managers are the frontline workers who try to resolve tensions and keep communities working, their teams united and relationships afloat." People who do this critical work need support, clear expectations and training on how to deal with pressure from above and below while (usually) doing their own work in addition to managing others. This is what I do, and what I'm always happy to talk about.

“Middle managers are viewed as ‘a neglected but critical group’” – The Boston Consulting Group. Wow. So True and Well-Said!  I was doing some research and came across this incredible article from @deborahgriegel . It’s a few years old… but remarkably relevant in what I witness and talk about every.single.day.  This is one of the reasons that I opened the doors to Kapstone, I noticed the need and wanted to provide the resources in my community. Key Takeaways: 1)     It is our job as Leaders, Employers and Owners to ensure that we are setting our employees up for success. Are we providing the training and mentorship necessary for our Middle Managers to succeed?   Remember: Just because you are a great   ___Insert Job Title Here___ does not mean that you will be a good  ___Insert Job Title + “Manager” Here___ .   Transitioning to a Supervisor or Manager takes additional skills and training! 2)     Regarding giving Feedback: Take the time for this quick read. Get out of your comfort zone and learn how to be honest and tactful. Change your approach to be more effective and relevant… and potentially life changing for your recipient. I get it, I have been there. Way too busy in the day-to-day to make time for T&D. But I challenge you: Start with 10 minutes a day, or if you can’t find the time or don’t want to then contact your HR Dept or contract it out.  Help set your Middle Managers…and thereby YOU… up for Success! https://lnkd.in/eB5aJMxG 

Middle managers are often the unsung heroes of airport operations. In McKinsey's latest article, they emphasize that middle management isn't just a stepping-stone—it's the heart of an organization’s success. This idea is particularly relevant for airport managers, who are constantly balancing the demands of passengers, airlines, and regulatory bodies. How can airport middle managers optimize operational efficiency while still fostering a collaborative environment? Should we rethink traditional promotion paths that move key players away from what they do best? These questions challenge us to reconsider how we develop and retain talent in such a high-stakes industry. As airport managers, it's crucial to reflect on how we can empower our teams, streamline processes, and maintain resilience amidst constant change. Let’s dive into this thought-provoking read and explore how we can better shape the future of airport management through strategic middle management. #AirportManagement #Leadership #OperationalExcellence #MiddleManagement