THE VITAL ROLES OF MIDDLE AND FRONT-LINE MANAGERS AND HOW TO ENSURE THEY SUCCEED.
The importance of middle and front-line managers cannot be over emphasized. More than 80% of a company’s work force is at their disposal. They have first-hand customer relations. They translate plans and strategies into actions while engaging the work force into teams for directed actions to actualize targets.
In recent times, the trends are fast changing in the way companies are run. The challenge of a daily increasing customer base requires more frequent update to meet with the realities. Many companies are embarking on structural reformations due to the changes in market expectations. The inception of recent trends in the marketing environment has made the market front very unpredictable, and the variables are very erratic. Middle managers and front-line managers are finding their role more challenging and vital too.
RECENT CHANGES IN THE ROLE OF MIDDLE AND FRONT-LINE MANAGERS AND THE CAUSES.
The job description of middle and front-line managers in the last decade has been redefined. Before now, they have the responsibility to lead teams and ensure progressive interaction with other teams. Their major assignment was to break down the company’s long term goals into actionable steps, then motivate their team towards achieving the set objectives.
They operated as mediators and translators for messages from the top board of the company to their intact teams. This role requires a proficient and expert knowledge and skill in coaching and mentoring of their teams to meet up with desired expectations. The appraisal of the managers was based on the outcome, results from the entire process. This is gotten from the performance against the target. The enjoyed job security, awesome benefits as motivation and great demand for their services especially those with good analytical skills.
However, with the inception of internet, digitalization, and development of machines, and applications, organizations are retrenching staff and transferring their work load to easier and faster software packages and devices. These have transformed the work place. Customers taste and demands are likewise changing. Therefore, in order to stay afloat in the increasing competition, companies are updating and readjusting their strategies to remain relevant.
NEW HORIZONS
With these shift in perspectives, their prerogative has shifted from internally supporting teams to achieve, to more outreaching role of understanding customer demands and ensuring customer satisfaction. The teams the formerly handled however have been transformed into a more encompassing network consisting of contractors, sales agents, part-time workers etc. the teams are now widespread across the market environment, and each has an expectation to meet up with recent management and organizational trends as well as revenue targets.
The middle and front-line managers are now vested with dual responsibility, one to cope with the demand from the organization and then also satisfy his teeming customers. The complex nature of their assignment requires an organized approach to avoid making wrong hasty decisions often.
In addition to this cumbersome routine, they are expected to keep up with bureaucratic protocols of superiors in the company who will always want to influence the process and decisions of the managers. With the social media, mails, and customer support links begging for attention and regular monitoring most front-line and middle managers end up famished and submerged. Despite this gruesome routine, most senior managers are not satisfied with the performance of the middle and front-line managers. They quickly pass the bug and blames to the laxity of the middle managers. This raises concern, what is the way out?
TIPS TO SUCCEED AS A MODERN MIDDLE MANAGER
As the market demand and environment change, modern middle manager need a paradigm shift and new skill set to stay relevant, below are some major suggestions.
EMOTIONAL INTELLIGENCE AND STABILITY
A high intelligent quotient is indispensable for this job. However, twice the need for that is the need for strong emotional smartness and stability. With the nature of his responsibility, he would be making spontaneous decisions, and hence with this volatile business environment the need for emotional intelligence is requisite. Managers come in contact with a wide range of personalities, and customers, you will sure need to listen, understand and show empathy to despondent clients while taking appropriate steps to proffer solutions. These tasks require good emotional literacy and self-management.
VERSATILITY
Every modern manager should be able to work across boundaries. To keep up with changing customer demands, a versatile manager is needed. This means that a manager should be able to know little of everything outside their unit and functions. The manager should be abreast with best practices and trending methods. More so, their prerogative extends beyond their team and organization, it spreads to the corporate world and their customer base.
CONFIDENCE AND A HEALTHY EGO
Confidence sure comes with years of experience. To succeed as a middle manager or frontline manager you will need to balance between confidence and rigidity. Unhealthy ego can cause a damaging effect on the team. The idea of exercising personal power could make your customers or team members feel intimidated.
However, every manager needs a dose of confidence in making tough calls and decision without sentiment or bias. As a leader you will have to confidently channel the team to a course of action. Therefore, ego maturity is a necessary proficiency. Interaction and networking with other middle managers can build up your confidence and emotional response.
CREATIVITY AND ALERTNESS
Creativity is very paramount in the current fast-paced business environment. A contemporary manager should be focused on the bigger picture and optimize every available opportunity to benefit his team. The 21st century middle manager requires foresight in order to connect the dots that will increase returns. Novelty concepts are key to gaining grounds in the field and earn the respect of your senior leaders.
CLEAR GOALS AND VISIONS
The middle and front-line manager should be able to understand the organizational goals and objectives clearly. With this backdrop, he can now carve out clear and compelling goals for his team. The manager should be able to motivate and engage his team to productivity. The manager should with clear illustrations paint a picture that every member of his team can see clearly and hence each of them can personalize the visions.
THE LAST WORD
Following all this advice will take time, effort and money. But your middle and front-line managers are the beating heart of your organization. So it’s an investment that’s critical to your future success.
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