Rising to the level of middle management can be a big step in a leader’s career, and many managers may be tempted to focus more on driving business results once they achieve management status.
Our world is full of advice about how to get more done in less time, but what are we supposed to do with all that extra time we generate? Work more, perhaps?
However, to continue rising in leadership ranks, managers should not neglect the development side of their roles. Coaching is a foundational skill for success as a middle manager, and these leaders need to prioritize their own development and the development of those they manage.
Here are eight skills managers need to develop to grow into excellent coaching leaders:
Many people who have never led a team before know what it’s like to receive feedback, but have little to no experience in giving it. New managers need to include regular coaching conversations, both formal and informal, as part of their usual interactions with employees. They also need clear direction on company procedures and tools for formal feedback.
But formal feedback is only part of the equation. Effective middle managers also know how to give informal feedback clearly and constructively. Informal positive feedback can and should happen regularly in a variety of settings.
Informal feedback can also include guidance for improvement or gentle correction when someone makes a mistake. This kind of feedback should be delivered in a non-threatening manner with reassurance that there is room on the team for humans who make mistakes.
Wherever human beings congregate, conflict will arise. Some conflict can be positive; in his book Think Again, organizational psychologist Adam Grant distinguishes between “task conflict” and “relationship conflict.” When properly managed, task conflict can lead to new insights, solutions, and innovation. However, if task conflict moves into relationship conflict, the conflict can become an obstacle.
Managers can prepare for conflict by practicing managing uncomfortable situations. They can work to focus on problems, challenges, or situations that involve tasks and try to redirect conversations away from personalities and character traits of those involved.
One key to managing conflict and working with a variety of personalities is learning to regulate personal emotions and reactions. Mid-level managers need to model appropriate behavior for their teams. This doesn’t mean becoming an automaton or avoiding all emotion; rather, it means displaying appropriate emotions in an appropriate way for the workplace.
While business acumen or technical skill may be the reason for an initial promotion to management, developing emotional intelligence (EQ) is vital to excelling in the position. Leaders can develop emotional intelligence by practicing behaviors such as filtering emotions through a brief “EQ check,” managing personal ego, and adding emotional intelligence behaviors to their Individual Action Plans.
Excelling as a manager begins with selecting and building a strong team. Of course, a strong team begins by matching employees to roles, but just putting people in the jobs they are qualified for doesn’t create a high-performing team.
Every high-performing team requires three pillars: clear purpose, active and positive engagement, and communication. Leaders shouldn’t underestimate the role of engagement in creating a high-performing team, especially in the post-pandemic era. While managers can’t always compensate for bigger organizational policies or challenges, many employees will prioritize a great team environment over other factors when deciding whether to stay in a position or leave.
According to Gallup, manager quality is the most important factor in building engaged and successful teams, accounting for 70% of variance in employee engagement. Managers should create an engaging and inclusive environment that fosters collaboration, creativity, and innovation. They also need to foster psychological safety, which will encourage everyone on the team to contribute without fear.
To continue delivering great business and people results, mid-level managers should prioritize their own development, continually seeking training and development opportunities. Self-development requires more than just reading a book or taking a class; it requires consistent, focused efforts through a variety of types of learning.
Prioritizing self-development also means becoming aware of leadership blind spots and developing an openness to feedback. These behaviors and attitudes will necessarily improve self-awareness, which is the key to growing in emotional intelligence and creating a high-performing team.
As the global talent shortage continues, mid-level managers can play an important role in retaining talent by developing and growing their team members. In fact, one survey showed that 41% of people who quit their jobs between April 2021 and April 2022 did so because of lack of career development and advancement opportunities.
By investing in the development of their teams, managers not only enhance individual performance but also build a strong and capable workforce. Mid-level managers can encourage development in their team members by offering them cross-functional training or stretch assignments. They can also foster connections with mentors and other leaders in the company or in the broader business community.
One important factor in developing and growing team members is finding out what they want from their current and future positions. It’s not enough to just provide opportunities; managers need to have regular career conversations with individual team members to help focus their development toward their ultimate goals.
Mid-level managers should start having career conversations with team members from day one. Use tools that help team members narrow their goals or focus their talents. Ask questions regularly, and encourage team members to own their own career goals.
Becoming a great leader doesn’t happen overnight, but with consistent focus on developing both themselves and their teams, mid-level managers will excel in their positions. To learn more about how to become a high-performing LEAD NOW! Manager, contact us.