Each week our team engages dozens of active living entities and we’ve discovered an important skill set that seems to be lacking in middle management: The art of managing up.
Internal strife in workplaces is frequently caused when no one wants to take responsibility. It’s human nature to want to blame someone else for our problems, and the worst type of this thinking is when employees blame “the boss”. In this scenario, you’ll hear things like: “He/she is a terrible communicator” or “He/she doesn’t understand what it’s like here on the front line”.
While it’s easy to blame a supervisor, we suggest it’s time to have a look around. See if there needs to be some training on how to “manage the manager” in your company.
And while it’s true that an employee’s job is to make their colleagues look good, as it is on any team effort, managing up does not mean sucking up.
A MER occurs when both people involved in the relationship take proactive interest in each other’s role. Both must be able to approach the connection with openness and let themselves be vulnerable. Being approachable is as important as being able to approach others. In our experience, this is best practiced by explaining to team members how to best communicate—an important first step in developing trust and effective communication pathways that lead to effective professional relationships.
Being proactive is the second step in successfully navigating “managing the manager”. The middle manager should understand their manager and how they go about solving problems. Conversely, they should be willing to complement the strengths of their manager and “fill in the holes” so-to-speak to create the synergy needed to form a strong team. Defining goals and consistently referring back to the goals/objectives put forth through individual meetings will demonstrate the middle manager is dependable and decisive—two key traits managers look for in their employees.
PROTECT THE BLINDSIDE
SOLUTIONS NOT PROBLEMS
COACH THE BOSS ON HOW TO UTILIZE YOUR SKILL SETS
Don’t hesitate to respectfully point out experience and skill sets the manager may have overlooked, particularly if it will dramatically impact the issue at hand in a positive way. Sharing your skill sets with your manager improves their productivity while also showing your dedication to helping others develop their skills and grow in their careers.
To learn more about managing or improving your fitness facility, please contact Bobby Verdun and Richard Synnott at www.activeentities.com/contact.