Being a middle manager is (almost) no longer a dream
The position of middle manager is no longer attractive. And for good reason! Middle managers find themselves in an in-between position that is difficult to manage.. Almost ambidextrous, they must, on the one hand, receive, integrate and appropriate the strategic directives of senior managers and, on the other hand, translate them from an operational point of view to the teams.
As close as possible to employees, they must motivate and mobilize employees in the continuum of strategic requirements from “above”. The multiplicity of intra-company relationships entrusts these middle managers with tasks and missions as transversal as they are numerous. They are required to get the best results from their employees and to be accountable for it.
Their complex role leads them in the most unfortunate of cases to Burnout syndrome and towards a state of disinvestment. A managerial renewal is therefore necessary.
Why train your middle managers?
In addition to the difficulties in carrying out the activities they are responsible for, there is a lack of support to carry them out. In view of this table, send a training for middle managers is essential.
Beyond offering them a professional development framework, this provides them with the proof of confidence they need to re-engage them within your organization. A domino effect will follow: managers who are better supported and re-invested will in turn transmit the commitment to the teams.
In the event of organizational changes, these local managers are in the best position to breathe new life into the teams so that they implement the change decided upon, or even undergone in the event of a crisis. So, training your middle managers in a more transversal way makes it possible to realign all the actors in the company, for a more motivated, dynamic and more productive company.
How do you train middle managers?
The majority of managerial courses approach, in a normative way, the ideal path to take to become the best manager, for example addressing SMART or “” methods.Process.com”. But limiting yourself to training courses listing managerial skills for your middle managers is not enough.
Current organizational configurations require the creation of a space for collaborative activation. Because today, the success of the manager depends just as much on the people managed as on the manager himself.
The methodology for training your middle managers must be based on 3 sets:
- Know-how which address some methods and techniques for managers to succeed and stick to set goals
- The interpersonal skills so that they get to know their 'self' and identify areas for personal improvement and improve their professional relationships
- Let it be known because middle managers translate their work with teams for collective success.
A pedagogy comes naturally from the approach described:
- She is based on an inductive approach. That is to say, the learning experience must allow managers to develop self-knowledge through introspection and of their teams through self-diagnostics.
- she is also based on a deductive approach. Training must adapt to the paradigm shift in our society. Today's organizations tend towards the self-organization of individuals and teams. As a result, having visibility into what is happening outside to take ownership of it brings a richer learning experience.
Our optimized training for your middle managers
We offer you within our Catalog numerous courses related to the subjects, including a “Collaborative Leadership” course which offers an increase in skills in 4 highlights, based on the triptych of 'knowledge'. A course dedicated to “Relationships” allows you to investigate the two-way relationship between your middle managers and their employees. By training on this theme, managers are required to set up a dynamic of trust rather than control towards their team.
In addition, by immersing themselves in current “Organizational Innovations”, your managers broaden their horizons in terms of team management. Some companies tend to slightly “horizontally” the hierarchy. Others radically reduce centralized support functions at the management level and therefore question the traditional preponderant place of managers. Thus, a chapter dedicated to these trends highlights the relationships between managers and collaborators in the different types of teams existing today.
Another essential element that is conducive to the alignment of all employees is the question of “Vision and objectives”. Your managers and their employees cannot be involved in the company if they do not express and share a common vision. By addressing this theme, your managers are equipped to (re) define and translate the vision that drives the organization at the individual and collective levels.
Finally, with a final chapter on “Key Methods”, the circle is complete! A team is also about ways of interacting. Meetings, mentoring, assignment of missions, etc. These moments of exchange are all opportunities to perfect the manager/team relationship. They remind everyone of the vision to maintain and the goals to be achieved. So, mastering these concrete tools helps your managers optimize their work and that of their employees, and on a larger scale to increase their productivity.
Crisis situations, expansion of remote working, empowerment of employees, etc. Consult our catalog of new content and find the training you need to train your Middle Managers!
