Be the best
When it comes to cutbacks, middle managers are often first in the firing line. Helen Giles advises on how to ensure you keep your job
In the face of public spending cuts there has been much talk from government and others of the need to retain investment in the front line, with the inference that mid-range management jobs should be the first to go. It’s complete nonsense that middle managers are a waste of resources. Without exception, wherever I’ve seen a high-performing team, I’ve seen an outstanding manager fronting it. Great line and middle managers are the lifeblood of great organisations.
That said, the main reason ‘management’ can be something of a dirty word is that many managers are bad leaders and very poor at other aspects of their role.
Now, in the face of cutbacks organisations will seize the opportunity to restructure in a way that removes the underachievers. This is a sound strategy, provided they also tighten up their future management selection procedures.
Time to shine
So, suppose an organisation is deleting eight out of 15 of a pool of managerial posts. How does an individual manager shape up to ensure they are retained? In short, they must ensure that their own boss finds them a joy to work with because:
They do all that people management stuff brilliantly so we see a highly engaged, high performing team of ‘can do’ people.
Great managers have no difficulty following human resources policies and processes properly, and they coach and empower their people every day. They nip problems in the bud. You don’t see toxic moaners, serial underperformers and persistent intermittent sick leave takers in their teams.
They are positive, optimistic problem-solvers.
If they need advice and support from their own line manager, they present with a range of possible creative solutions rather than seeking to dump the problem on their manager’s shoulders to solve. They see opportunity in adversity and are upbeat whatever pressures they face. They inspire their teams with a clear sense of purpose and motivate and engage through uncertainty and change. Meanwhile, the ineffective manager joins their team in moaning about how difficult everything is.
They deliver high quality results on time every time.
The only exception being where their own manager has agreed that something new and unanticipated must take greater priority. Senior managers get really cheesed off with managers who need reminders and coaxing to see projects through.
They are highly effective networkers.
This doesn’t mean those who slope out to every possible external meeting or conference for some time out and a chin wag. Effective networkers strategically identify potential opportunities and focus their networking efforts to visibly bring in new partnerships and resources for their services and the organisation. They generate credibility and respect and are glittering ambassadors for their organisation’s brand.
They are strategic thinkers.
They plan strategically for the future sustainability and growth of their own services and align their teams’ work to corporate goals. They implement strategy systematically, successfully navigating their teams forward into the unknown. Non-strategic managers are constantly reacting to crises, dealing only with problems and issues that are known and fall within their comfort zone. Often the crises and problems are of their own making.
They take responsibility for their own learning and development.
Instead of demanding access to training courses, they identify what they really need to learn and find cost-effective ways of doing so that involve taking on new challenges. They visibly apply their learning to the job, making the return on the investment immediately obvious.
They manage their manager skilfully.
They give their own manager constructive feedback - positive and negative - but they don’t go around criticising or trying to undermine them publicly.
Look in the mirror
Any manager who can look in a mirror and say that all the above is true of them has nothing to fear. They will be the last chosen for deletion or redundancy. If their organisation can genuinely no longer afford to retain their current post or find a suitable alternative, there will be a queue of others ready to hire them.
Those who don’t pass the mirror test are advised to think about snapping up any voluntary severance opportunity on offer rather than enter a competitive pool with those who do.
Helen Giles is managing director of Broadway’s Real People HR consultancy
Have your say
You must sign in to make a comment