Investing in the Middle: Aligning the Growth of Managers with Organizational Goals
By: Emily Hillman
It is common in any organization to focus on leadership at the top and on performance at the front lines. But what happens to those in the middle? While focusing on leadership at the top is important, there is something to be said about building up the middle managers to maximize success and increase organizational satisfaction. If you read my recent article, you know the importance of investing in leadership and how an organization is made stronger when that investment is made. But what happens when you invest in leadership training, but make no effort to plan for the growth of those leaders within your organization? As many companies and law firms continue to grapple with changing expectations, evolving practice areas, and increased pressure to innovate, aligning the growth of middle managers with overarching goals is no longer optional—it’s strategic.
Middle Managers Matter More Than Ever
Middle managers are the connective tissue of any legal organization. They occupy a central position where they are responsible for implementing senior management plans by ensuring the team fulfills their roles successfully. They translate strategy into day-to-day action, manage junior lawyers, and often play a key role in day-to-day success. According to Workplace Insight, 81 percent of knowledge workers believe middle managers are the most responsible for driving team productivity. Simply put, they play a very important role in both the performance and culture of the organization.
In an organization looking to grow or transform, these leaders can either drive momentum—or unintentionally slow it down. When they are aligned with strategic goals and their own growth is taken into consideration as part of those goals, they will be more invested in driving organizational success and will not be tempted to look for other opportunities
Start with the Firm’s Strategic Objectives
Before aligning anyone’s growth, you need to define what you're aligning to. If your organization doesn’t already have strategic goals or objectives, this is the first place to start.
These objectives must be clearly communicated and consistently reinforced. When middle managers understand where the organization is headed, they can guide their teams in the right direction and make informed decisions that back up these initiatives.
Understand What Middle Managers Really Need
According to McKinsey & Company, 43 percent of middle managers report feeling burned out, indicating the pressures they face and the need for organizational support. That is a pretty high number! Many firms make the mistake of offering generic leadership training and assuming that will be enough. But providing support on a more personal level in addition to this training is likely what they need.
Some specific areas of focus for training middle managers might include:
Strategic thinking and business acumen
Coaching and talent development
Operational and financial management
Innovation and change leadership
Every organization is different, however. Start by surveying your middle managers. If you can, sit down with each manager one-on-one and listen to their pain points as well as their own individual goals for growth. This can help you personalize a plan for moving forward.
Provide Focused Support to Promote Growth
Training and development programs should not sit in a vacuum. They should directly support the organization’s goals and business plan. You could consider the following ideas to provide more personalized support for middle managers:
Executing leadership academies tied to business objectives
Providing one-on-one coaching for middle managers and department or practice group leaders
Starting a mentor program
Organizing peer learning groups to tackle challenges
Setting up regular check-ins with middle managers to discuss challenges and individual goals
All of these efforts can help pinpoint specific issues and assist in learning the goals of middle managers and how the firm can support those goals and help them grow.
Aligning Growth with Strategy
A one-time training won’t move the needle. Organizations need to build a culture where strategic goal alignment is expected, and leaders feel supported and know there is room for growth. Once you know the goals and challenges of your middle managers, consider how you can incorporate their growth into the overall strategic plan for the organization. If one manager desires to move up the ladder in two years, how can you build that into the long-term strategic plan to show your support and ensure they stick around? Maybe another manager is hoping for a lateral move into another department or practice group – can you find a way to build that into the long-term organization plan?
Even if you can’t promise a promotion or growth, there are other ways you can show that you are invested in your middle managers and want to work toward their goals alongside them. There are many ways to do this, including the following suggestions:
Regular strategy and goal check-ins
Clear performance expectations and benchmarks
Recognition for leadership behaviors
Opportunities for managers to influence firm direction
When middle managers feel empowered, supported and aligned, they become more invested—and more effective.
Final Thought
According to Fortune, 46 percent of middle managers report it’s likely they will quit their jobs within the next twelve months. Don’t let this be your middle managers. If your organization wants to grow, transform or simply stay competitive, don’t overlook the middle. The development of your mid-level leaders isn’t a nice-to-have—it’s a strategic lever and a way to ensure they move the organization forward and see themselves in its future. When their growth aligns with your goals, everyone moves forward together.