Managing Up and Down

One of my leadership consulting clients is aware that there is a lack of trust in senior management. I am coaching a number of middle managers to be more proactive and provide needed guidance so that all employees are fully engaged.

The middle managers know that for the company to thrive depends on all company leaders to help improve the company’s condition especially in difficult economic times. Human Resources is partnering with middle managers to develop a mindset of being more proactive in solving company challenges. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve business decisions.
There is a lack of trust in senior management, according to a survey by the human-resource firm Watson Wyatt:

• Only 49 percent of employees have trust and confidence in their senior managers.
• Just 55 percent say senior leaders behave consistently with core values.
• Only 53 percent believe senior management has made the right changes to stay competitive.

Clearly, much is going wrong in the workplace. Some 40 percent of surveyed executives doubt their leaders have credible plans to address the economic crisis. Certainly, this lack of confidence harms an organization’s ability to move forward.

In light of these problems, middle managers have unprecedented opportunities to become more proactive by stepping forward and offering course corrections — and they should act with deliberate speed. Good times allow organizations to ride out challenges, but today’s tough financial climate won’t permit a wait-and-see approach.
While senior executives don’t set out to fail, research shows they make several common mistakes:

• 80 percent fail because of ineffective communication skills and practices.
• 79 percent fail because of poor work relationships and interpersonal skills.
• 69 percent fail because of person/job mismatch.
• 61 percent fail because they didn’t clarify direction and performance expectations.
• 56 percent fail because of delegation and empowerment breakdowns.

When strong leadership doesn’t come from above, it’s up to the organization itself — in particular, the people in the middle — to launch a rescue operation.

Are you working in a company or law firm where mangers are stepping up to improve trust in leadership? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a middle manager who manages both up and down?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and trust that company leaders will make good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture based on leaders who can be trusted. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com