I am a middle manager with responsibilities towards the team that report to me as well as targets to meet for the bosses that manage me. I find that most of my focus goes on managing downwards to my direct reports but, because I receive a lot of orders from above, I've realised I need to manage up more as well to try to bat off some of the requests that come in ahead of time. Is there value in managing upwards and what is the best way to do this? JH, Abu Dhabi
This is one of those questions that goes right to the heart of what managers should be doing – how do we best and most profitably spend our time?
For me, the role of a manager who is leading a team is simple: you have to create the environment within which that team can most successfully and consistently meet its goals and objectives. That means you don’t want to be sucked into a lot of task-orientated activity – your team is there to complete tasks, you are there to create the environment within which they can do that well.
So your responsibility towards the team you lead is to create and maintain an achievement culture within which your people feel properly supported. That means you must make sure that the team’s objectives are well understood.
It means that you know each individual in the team well and personally. It means you have time to listen to them and to talk to them. It means you are their guide and, if they want you to be, their coach. It’s a demanding and time-consuming role.
But what of managing up the organisation? Most of us in your sort of role are under increasing pressure from above – pressure which prevents us leading as we want and need to lead and consequently pressure which might impact poorly on our team and its performance.
So you do need to manage up the organisation. Which takes care and courage.
For me, managing up the organisation means constantly being aware of the aims and objectives that constitute your targets. Whenever anyone above you in the organisation asks or tells you to do anything which is not directly contributing to meeting the targets you have been set, you have to challenge that request – and make it clear that the effort you and others will have to make cannot go towards meeting the targets you are supposed to be meeting.
The problem in many organisations is that senior management both sets long-term targets (the annual figure, for example) then adds in short-term demands (“Get me this competitive review by next Thursday, please.”)
We all know that we can’t anticipate everything. So the occasional reasonable demand or the occasional need to respond to an emergency is fine. But if you are constantly being diverted from your main long-term targets to respond to short-term, tactical demands from above then you need to take action.
Don’t be rash and rush into some sort of confrontation. But do be courageous enough to point out the damage to the long-term targets that this short termism will inflict.
Managers often complain that they simply can’t oppose the will or whims of senior management. I say there is a difference between “can’t” and “won’t”.
It isn’t easy, or comfortable, but if short-term demands from above are so prolific that they are part of the problem, then that problem has to be faced and solved, just like a problem within your direct report team.
You won’t have authority, or power, of course, so you’ll need to influence rather than be directive. It’s a good skill to develop.
Doctor’s prescription
The best leader-managers, those with real potential, are prepared to manage up the organisation as well as downwards. If you don’t fancy it, then you’ll create your own glass ceiling … which might be absolutely fine, but might require you to get used to the sight of peers leaving you behind.
Roger Delves is the director of the Ashridge Executive Masters in Management and an adjunct professor at the Hult International Business School. He is the co-author of The Top 50 Management Dilemmas: Fast Solutions to Everyday Challenges. Email him at business@thenational.ae for advice on any work issues.
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