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Using the latest evidence and best practice to equip middle managers to be the best they can be, ready for tomorrow.
22 October 2024
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Research shows becoming a great manager of managers (or middle manager) is a tough challenge, but it’s also the position where you can have the greatest impact – for you and the teams you lead. It’s an important leadership transition, arguably one of the trickiest.
Becoming a great manager of managers is not simply doing the same things for several teams instead of one – this is the road to stress, failure and overwhelm. It requires different ways of thinking, a shift in priorities, and new ways of connecting to the role, the teams you lead, and the wider organisation.
Middle managers are the heart of your company. Without the ability of middle managers to connect and integrate people and tasks, an organization can cease to function effectively. (McKinsey, 2023)
The Hemsley Insights Group (a team of external L&D practitioners, clients, and internal learning experts) is dedicated to developing and sharing illuminating insights. We believe everyone has the ability to be a great manager and leader, but it takes care and attention to navigate the role and grow the capacity, capability, and confidence needed to succeed.
Read on to discover:
What really is a ‘manager of managers’ – the true essence of the position
The unique impact on performance and culture
Why it can be the trickiest position to occupy in an organisation – typical challenges
The top ten capabilities all the best ‘manager of managers’ need
How to navigate the transition successfully - including practical top tips
In short, a manager of managers is a leader whose remit spans several teams.
The teams you lead may be related in nature (for example, in one function like a Head of Finance) or varied (for example, a transformation project leader with several disparate teams). Depending on the size of the organisation, there can be several levels of ‘middle management’, adding to the complexity.
All management and leadership roles are multi-dimensional, but evidence shows this is even more the case for ‘manager of managers’. You have to attend to needs and expectations from many different directions – downwards (several teams), upwards, across (with peers), and outwards (external stakeholders). Facing so many directions at once can leave you feeling very dizzy!
It’s a well-developed person who can navigate the maze of demands, find balance among all the pressures and meet the needs of diverse groups of stakeholders.
In our experience, the true essence of this position is to connect well, in many different ways.
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