Middle Management is the backbone.

We speak and teach processes and systems that mention CEO’s often.

Maybe some who read our content don’t consider themselves CEO’s.

You may hold or aspire to many other titles. You may not want a title or label at all (that is an entirely different topic for another day). These will apply to this blog:

Leader

President

Owner

Circus Clown

Rodeo Star.

Whatever label you use is more than ok. You are likely the person that is on the business license, the name on the LLC or business license and unfortunately you are definitely the one with all the risk and the one accountable to keep the ship steering the right direction and not sinking.

Our mission in our coaching style is geared towards helping people obtain what we have and find valuable.

Freedom and creativity. The business freedom to build however you like to serve those you like doing it with.

Business can feel lonesome and isolating.

Very successful CEOs or leaders oftentimes have a few things in common.

That is a very smart and talented team. few have made it long term with under-qualified middle managers.

In 2024 (and previous years) we might blame any number of conditions and work ethic.

These aren’t easily found. Managers that want to think for themselves and do “whatever it takes”.

I don’t know if I fully agree with that. I think the world and society have vastly changed and finding a match with a team of middle managers now simply takes a bag of different tools.

That said, I do think that some of the fundamental and foundational elements are taught and modeled much less than in previous decades. Colleges and especially high schools aren’t teaching business practices. It could be argued that they teach social compliance.

For contexts, let’s agree that middle managers might be in the following positions in most restoration organizations:

•ops managers

•General managers (often higher level but some are mislabeled)

•sales managers

•production managers

•office managers

•divisional managers (mitigation/ construction/ contents, etc.)

•HR managers

Middle managers hold a large potential of power to help an organization scale and allow the leadership, not the CEO to expand their vision and put major things into the workplace. They are definitely the backbone and carry a much larger load than anyone sees.

They are the force that takes the ideas and makes projects around them become real.

But we see a few things broken on the path and I’d love to share what I’ve seen make massive improvements.

FIRST

You must hire the right individuals. You hire with core values, key characteristics, and the fortitude to stick in there when things are not easy. We all know how one phone call can turn an entire organization around. If middle managers aren’t at least tolerant of that, they will only burn out and take many potentially great future leaders with them.

So after good hiring practices, you have

EMPOWERMENT.

This one is tricky as our industry has exploded with a huge number of “technical experts”. This label often has the “I will do it myself” default.

The details matter and we are not all good trainers. So we come across as micro-managers. Future managers want opportunities. So we need to find ways to assign accountability and empower with an acceptance of failure to create learning opportunities.

COVER AND MOVE

this concept addresses the common issue that middle managers get stuck between the needs of the needs of the frontline employees and the directives coming from the chain of command above.

Instead of seeing this as a conflict, middle managers should engage with both groups to align their efforts toward the same goal. If there's a disconnect between the strategic objectives and the team's day-to-day work, middle managers must work to build and strengthen those relationships up and down the chain of command.

SIMPLE

Middle managers are flooded with complex issues every day. When relaying information and strategy to their teams, they need to simplify. Adding layers of detail is tempting, but complexity breeds confusion and slows progress. Simplifying the message and the plan clarifies the team's direction, minimizes miscommunication, and gives everyone a clear understanding of what's required to win.

This truly includes the ever-growing tech stack and the abundance of documentation for which we feel accountable.

Prioritize and Execute

Middle managers must balance urgent tasks and long-term strategic goals. This is why Prioritize and Execute is critical in this role. Focus on the most essential tasks. When new priorities appear, assess the situation, determine what's mission-critical, and execute. Staying disciplined in this process keeps managers from feeling overwhelmed and drives strategic goals.

This must be taught and kept front and center. Do not allow the misguided feeling of urgency to create impossible situations. Feelings of failure can derail under-experienced leaders faster than most things.

Decentralized Command

Ultimately, to reduce burnout and overwhelm, middle managers must trust their team members to lead. Decentralized Command means empowering each team member to take ownership of their responsibilities, giving them the freedom to make decisions, and making sure they understand the "why" behind the mission.

This approach isn't about micromanagement. It's about setting up the team for success by clearly defining roles and empowering people to lead. When the team feels ownership, they can rise to face obstacles, and the middle manager can step back to see the bigger picture.

If you are operating a growing company without a valid and all-team-supported accountability chart, you are gambling and likely causing your potential future higher managers to lose focus and look for new opportunities.

Contact our coaches at Restoration Advisers to help you out with this together and change the involvement of everyone from top to bottom. Have a team that owns their roles and works hard to complete their objectives.

Investing in Middle Managers for the Long Haul

Building a culture of strong middle management isn't just about retaining talent. It's about developing leaders who practice Extreme Ownership. When leaders prioritize their teams, empower them to lead, and align everyone toward a common goal, the entire organization will be victorious.

Take a look at your middle management this week and ask yourself who portrays the characteristics that will help them build their portion of the company, grow the department and themselves, and be ready to step up when growth creates new needs.

You can contact one of our coaches today to help this initiative that is guaranteed to help you scale, enjoy the journey, and build the business of your dreams.

Join RBA today or reach out on our website to have a chat on what solutions we will have.