Middletons never did have a very good rap: Middle children stereotypically develop complexes from being the more neglected progeny; the playground pastime "monkey in the
middle" taunts the unlucky outsider in a game of keep-away; and middle managers traditionally were the scrap metal left on the cutting-room floor when businesses had to downsize
during economic downturns. But gone are the days of yore.
Now, middle managers - once a species on the brink of extinction - have been resurrected by the increasingly complex needs of corporations around the world. What's more, those
who are skilled and motivated have the opportunity to climb the corporate ladder; after all, they're already halfway to the top. But these employees have a unique set of needs,
both in terms of communications and of management - and PR executives are the most strategic people to take on the job. Here's a guide to managing middle managers and getting the
best results.
Know who you're dealing with. We've talked a lot recently about leadership and management in terms of recruiting and retaining Gen Y-ers, grooming junior executives for
success, and training and managing new talent. But middle managers, more often than not, don't match the demographics of the aforementioned groups. Many are of the baby-boomer
generation and are nearing retirement, thus setting the stage for a new flock to land. But more important, middle managers have an exclusive view of the corporation. On the one
hand, they report to senior executives, many of whom are making the major decisions across the organization. On the other, they too manage employees - the employees who are often
closest to customers. It's a complicated balancing act that requires oversight, and the communications department stands to facilitate this process.
Identify ways to streamline processes. Because middle managers perform a job function and manage people, it is essential for communications executives to identify ways in
which they can make both prongs of middle mangers' responsibilities more efficient. Have internal communications strategies in place that are specifically tailored to connect
middle managers with the people they oversee. These communications should not be lost in the wind tunnel of company-wide conversations; rather, they should tune out the
background noise and establish direct connections. Microsites within the corporate intranet for each group or division offer a department-specific forum for communications, for
example.
Identify middle managers' specific strengths, and use them accordingly. Every manager should be quick to learn his or her employees' strengths and weaknesses, but middle
managers are easy to pass over. They themselves delegate responsibilities, so it could be assumed that communicators' time is better spent elsewhere. Au contraire. Middle
managers are strategically positioned to communicate with customers and to manage change - not to mention identify holes in an organization's operations. However, it could be easy
for employees to be unclear about the specific roles of these managers. This might prompt peers to give middle managers assignments unrelated to their business roles, or to
overlook the insight they could offer for a specific project. Also, don't dump a pile of assignments in their laps and walk away; rather, pair individuals up with projects that
match their team's skill set.
Connect the managers with their managers so they can manage together. Middle managers sometimes suffer for the aforementioned middle-child syndrome, so be sure their talent
doesn't get lost in the shuffle. Coordinate face-to-face meetings with the executives who sit above them in the corporate hierarchy. This not only offers informal mentoring, but
it lends itself to built-in succession planning. It also makes strides in the organization's employee engagement initiatives, which have been show to increase employee morale and
productivity.
Don't forget that middle managers are, well, managers. Because this employee group teeters between performing job functions and managing people who perform job functions, they
require special training. Not only should they learn the ins and outs of their specific function, but they must be taught to effectively manage people in terms of communications
strategies, leadership styles and mentoring. Because communications professionals are separate from the vertical corporate reporting structure in many cases, they stand to offer
the most objective and useful advice.