The Middle Matters: Ten Strategies Successful CEOs Use to Lead High-Performing Middle Managers

Published 2023, Australia

Contact: www.sallyfoleylewis.com

Copyright © Sally Foley-Lewis 2023

All models copyright © Sally Foley-Lewis

Title: The Middle Matters: Ten Strategies Successful CEOs Use to Lead High-Performing Middle Managers

Author: Sally Foley-Lewis

Print ISBN: 9780645434712

Kindle Edition

Cover Design: Sally Foley-Lewis

Editing & Typesetting: www.smartwomenpublish.com

All rights reserved. Except as permitted under The Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, scanning or information storage and retrieval system without the prior written consent of the publisher. All inquiries should be made to the publisher.

Every effort has been made to trace (and seek permission for use of) the primary source of material used in this book. Where the attempt has been unsuccessful, the publisher would be pleased to hear from the author/publisher to rectify any omission.

Disclaimer

The material in this publication is of the nature of general comment only and does not represent professional advice. All material is provided for educational purposes only. We recommend to always seek the advice of a qualified professional before making any decision regarding personal and business needs. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person arising directly or indirectly from any person taking or not taking action based on the information in this publication.

CONTENTS

Title Page

Copyright Page

Introduction: The Jan Brady Effect

Spinning Plates

How do You see Your Middle Managers?

Why does the Middle Matter?

Strategy One: STEP UP FOR SUCCESS

Individual contributor to people manager

Strategy Two: SET UP FOR SUCCESS

Expectations and goals

Strategy Three: CLEAR THE PATH

Responsibility and authority

Strategy Four: SEAT AT THE TABLE

Fully utilised resource

Strategy Five: IT’S HOW YOU SAY IT

Empower to inspire

Strategy Six: STAY OUT OF THE WEEDS

Delegate and problem solve

Strategy Seven: THE TWO-C CONUNDRUM

Collaboration and Competition

Strategy Eight: THE OTHER TEAM

The team and their team

Strategy Nine: LEADERS ARE LIFTERS

Self-leadership

Strategy Ten: THE ONE-SIZE FALLACY

Leadership development

The Not-So-Final Word

About Sally

Resources and Programs

Notes

INTRODUCTION

THE JAN BRADY EFFECT

We know Jan Brady as the annoying and sometimes maligned middle child of the American television sitcom family, The Brady Bunch. Jan often felt overshadowed by her popular and attractive older sister, Marcia, and struggled with insecurities about her appearance, her intelligence, and her ability to stand out in a family of six children. Jan’s whiny catchphrase, Marcia, Marcia, Marcia, has become a pop culture reference for someone who feels overlooked or eclipsed by others.

Despite her insecurities, Jan was actually a smart and creative individual who often came up with ideas or solutions to problems that the rest of the family hadn’t considered. She had a strong sense of justice and fairness, and was quick to stand up for herself and others when she felt they had been treated unfairly.

Jan’s character was complex: at times she was rebellious, seeking attention and trying to differentiate herself from her sisters and stepbrothers. At other times she was caring and thoughtful, looking out for the needs and feelings of others.

Jan’s overall intention was to carve out her own identity and be recognised and valued for who she was, rather than live in the shadow of her sisters. Through her struggles and successes, Jan’s character provided relatable and entertaining plotlines that resemble those experienced by middle managers within organisations today—what we might call the Jan Brady effect.

Middle managers often see themselves as stuck in the middle too. Throughout my leadership development work over the last 20 years, many have shared with me that they have been given the heavy weight of responsibility that far outweighs the level of authority they have available to them to get things done. They therefore battle to be as effective as they envision they can be.

Like Jan, middle managers also struggle with differentiating themselves as they productively and efficiently lead their teams, and with stepping up and speaking up to provide timely and relevant information to support strategic decision-making.

Middle managers see themselves as the meat in the sandwich. And they don’t say this quite so positively or politely!

As I keenly sit and listen to the underlying desires and feelings of middle managers, it is undeniable that they want nothing but the best from and for their teams and the organisation. Like the complex character of Jan Brady, they too are silently searching and struggling for ways to continue to grow and develop, and become the best leader their team deserves.

This book is not just for CEOs—it’s for any executive or senior leader who is a leader of leaders.

Frontline employees, senior leaders, and middle managers all have critical roles to play in every organisation. This book focusses particularly on middle managers because they tend to be neglected when it comes to investing internally in leadership development, team building, and professional development. A one-size approach to these essentials does not fit all.

The fallout from COVID-19 has unexpectedly highlighted the significant impact middle managers have when it comes to engaging a scattered and shattered workforce. It has also highlighted the lack of professional development middle managers have typically received. They have needed to adjust their leadership, team engagement, and communication skills in stressful, unfamiliar circumstances, across various platforms, all while adjusting how they lead themselves and others through dramatic change.

At the same time, people are resigning, leaving middle managers to drive performance and strive to achieve personal and organisational goals with fewer people and fewer resources.

Thank you for picking up this book. Anticipating that you are busy, my wish for you is that this be a fast and practical read. More importantly, I trust that along the way you’ll find the presented strategies insightful and useful, and by the last page you’ll join me in my quest to acknowledge the very real value—in terms of time and money—of middle managers: #TheMiddleMatters.

Middle managers are the unsung heroes of organizations.

– HENRY MINTZBERG

(CANADIAN ACADEMIC, AND BUSINESS AND MANAGEMENT AUTHOR)

SPINNING PLATES

There is always so much happening within and outside of your organisation, constantly competing for your attention:

•    realising the strategic plan in the