Training Industry Magazine - Leadership 2015 Special Edition - 26
DEVELOPING
MID-LEVEL
LEADERS
BY TOM ROSE, PH.D.
Mid-level management jobs are highly challenging. With a global
trend toward flatter, leaner and more agile organizations, midlevel leaders need to cope with an ever-changing marketplace
with more challenging responsibilities, complex and sophisticated
interpersonal issues, and often, less job security. Without strength
in this group, the organization's ability to implement its strategy
and achieve results is significantly limited.
Capable and committed mid-level leaders are uniquely positioned
to contribute to the organization in substantial ways:
* As the link between the strategy and work productivity, midlevel leaders play a significant role in implementing corporate
strategy. It is through them that strategic goals are translated
into the actions of each employee. Increasingly, their
contribution has also extended to influencing and shaping
strategy as senior leaders seek their input on the direction the
organization should take.
* Mid-level leaders are often in the best position to orchestrate
and manage change. Due to the strength and breadth of their
networks, they can communicate and efficiently get people on
board. They walk the fine line between change and continuity,
allowing the company to grow without spinning out of control.
* Mid-level leaders are in an ideal position to see opportunities
to improve and innovate. They have an intimate understanding
of customers, markets, employees and competitors.
* Mid-level leaders are major developers of leadership talent,
coaching and building the capability of managers who report
to them.
26
And yet, despite the criticality of their role, organizations often
miss the opportunity to capitalize on the potential strengths of
their mid-level leaders and develop this level of management
in the first place. Organizations need to provide leadership
development to this important level if they are to capitalize on the
significant contribution these leaders can make in their current
jobs, as well as ensure a sustainable supply of talented senior-level
leaders in the future.
THE CHARACTERISTICS AND CHALLENGES OF THIS ROLE
Knowledge and Ability to Execute the Business Strategy
Mid-level leaders are the organization's translators, communicating
the strategy and feeding information and ideas back up the line to
effectively influence the strategy. As people move into mid-level
leadership positions they are challenged to develop:
* A clear and solid understanding of the company's strategy.
* The communication and influential skills required to effectively
do this translation work.
* The ability to execute on the strategy by ensuring managers
knows how they contribute to the bigger picture.
Making Others Successful
Mid-level leaders are the organization's enablers. Their success is
achieved through the success of their managers and direct reports.
at their bosses succeed and also make a priority of coaching their
direct reports to be good managers. This can be a significant
challenge because it means:
Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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