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When middle managers are championed as changemakers, they do more than manage – they help shape fairer, stronger, and more progressive workplace cultures, Tripartite Alliance for Fair & Progressive Employment Practices (TAFEP) says.
Leadership drives culture.
Middle managers, in particular, often play a key role in building networks to implement changes and advance organisational goals. They can connect with the ground and possess operating skills, credibility and key networks within the organisation.
With proper training, middle managers can serve as the glue that holds the organisation together, fostering a culture of collaboration. This, in turn, strengthens an organisation’s key levers: efficiency, competitiveness, innovation, and employee retention.
Here are three steps you can take to unlock and fully develop the potential of your organisation’s middle managers:
Step 1: Identify effective champions
Choosing the right middle managers to champion your organisation is an important first step. Not every manager may be interested, committed, or suited to serve as an effective driving force. Identify proactive individuals – those who are motivated and passionate about getting involved and offer to contribute. Seek out people who are knowledgeable in their respective fields and willing to share their expertise.
Also, look for individuals who think creatively and are open to exploring alternative solutions. Those who are highly adaptable tend to be more collaborative and thrive in dynamic environments. Managers with high emotional intelligence and strong people skills are also valuable assets as they are likely to be empathetic and can inspire others.
Step 2: Cultivate a supportive environment
Middle managers serve as bridges between various parties at different levels of the organisational hierarchy, balancing projects and interpersonal relationships. This can take a toll on their mental and emotional wellbeing. Therefore, it is crucial for companies to provide middle managers with support.
This can be done by facilitating conversations with them in safe, non-judgmental spaces to find out more about their needs and challenges, and then working together to better support them. As this is crucial for their success, companies may consider prioritising middle managers when allocating their coaching budget, rather than reserving it solely for top executives.
Step 3. Enable middle managers to take on strategic tasks
Given the influence and skills that middle managers have as "connecting leaders", they should be assigned meaningful tasks that are aligned with their strengths in coaching and team support.
To achieve this, organisations may need to consider reducing, outsourcing or delegating simpler administrative tasks.
Empower middle managers with the autonomy to identify solutions and provide them with the opportunities, resources and training for effective implementation. Investing in them will not only help develop their capabilities but also equip them to take on tasks that can deliver better results for your organisation.
When organisations champion middle managers as changemakers and provide the support they need to manage both people and projects, the benefits extend across the board. Effective middle management plays a pivotal role in shaping a fairer and more progressive workplace culture.
The Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) provides information and resources to help employers and HR professionals keep abreast of HR best practices. Visit tafep.sg to find out more.
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