Meeting in the Middle

Being a manager or supervisor has its challenges and rewards, sometimes on a daily or hourly basis, making it a complex role within any organization. I have served in a middle-management position at two separate companies in two different industries and found the demands of each role to be quite similar. Through observation and trial and error, I came to recognize the important role that mid-level managers often play in improving communication, managing expectations, and building trust within and across departments.

Over time, three key elements emerged in my supervision philosophy as a middle manager:

1. Lead by example

Setting expectations for others is easier when there is a person (or multiple people) who model the desired behaviors. Leading by example was a great way to build trust and rapport with those whom I supervised. My values and work ethic were communicated through the example I set, and it resulted in positive relationships with colleagues and clients. Ultimately, the trust and transparency provided in leading by example worked for "managing up" and "managing down."

2. Be an advocate

The further a manager is from the day-to-day work and responsibilities of a team, the greater the chances for disconnection and mistrust. This can occur if senior managers appear to lack interest in or awareness of what the team needs to be successful. In my experience, some needs of supervisees included training, professional development, help with defining their role and setting boundaries, taking time off, better work-life balance, creating structure and processes where gaps existed, friendship, a sense of purpose, and recognition. It was important to recognize both the individual and collective wants and needs of team and use my voice, knowledge, and experience to advocate for their needs.

3. Build bridges

While leadership and advocacy are important, perhaps the most important skill for a manager is knowing when to compromise, when to push, and when to let go. Middle managers are often the only individuals who have direct insight into both the vision of directors or senior leadership and the staff's strengths, struggles, and overall morale. It's important to build communication bridges and use good judgment while sharing information in both directions. Doing this right is often the key to compromise or helping others reach a state of understanding and acceptance.

I sincerely hope that staying true to these values helped maintain a positive and trustworthy environment for staff. Several of my supervisees communicated that sentiment to me or the Human Resources office in the past, which helped to validate my efforts. In laying that foundation, it enabled me to navigate challenges in a professional manner, guide individuals to resolve differences by meeting in the middle, and balance competing priorities between managers and staff while being supportive of everyone involved.