The Guiding Principles of the High-Impact Middle Management System

Every management system is built on a set of assumptions and principles. These values form the foundation for each philosophy, technique, and tool included in the system. The High-Impact Middle Management System was designed with eightbasic principles in mind. These principles speak to what is unique about middle management and how middle managers produce great results. These guiding principles apply to organizations of any size or in any industry. In addition to providing a theoretical backdrop for the system, the guiding principles of high-impact middle management can be powerful catalytic tools when used as part of a middle manager’s definition of success. Let’s look at each principle.

Principle 1: Being a Middle Manager Is Exciting

In almost any company, the most challenging and rewarding jobs will be in middle management. Why? Because middle managers are close to the action, but they also take part in shaping the future strategy and direction of the company. Top executives rarely get to see the action in which middle managers take part, and they also must deal with more bureaucracy and politics.

Frontline managers get to see the action but rarely help determine the company’s future. As a middle manager, you have your finger on the pulse of the company and can make things happen. Senior executives trust talented middle managers to implement the organization’s vision and deliver on its business proposition. And because, in most companies, there are several layers of middle management, most middle managers can enjoy the benefits of this fascinating work while progressing in their career.

Principle 2: Middle Management Is a Craft

The middle manager’s job is complex and dynamic, and thus requires focus to deliver results. Weighing competing demands and making choices about how to manage time takes practice and development. As managers grow and mature, they hone their craft and create a style that is effective and unique to them. Along the way, they also learn techniques and practices via mentoring, training, and coaching. The purpose of this book is to help you hone your management skills.
Principle 3: Great Managers Do What Others Don’t or Won’t

A middle manager’s job is littered with tasks that are undesirable, tiring, mundane, or even frightening. Great managers do things that others put off, procrastinate, or ignore. Mediocre managers don’t. Not everyone likes to counsel employees or create work plans, but these tasks are necessary and time sensitive.
Principle 4: Beliefs Determine Behavior

Managers act on what they think about most and on what they believe to be true. Their actions come from a set of beliefs formed about job responsibilities, expectations, and reinforcement. To create a different result, you need to adopt a different mindset. Breakthroughs can occur when beliefs line up with efforts to achieve the desired outcome.
Principle 5: Relationships Influence Results

Relationships developed with team members, peers, managers, and customers are important. If you discount relationships, you won’t garner the cooperation and support you need from others to produce ideal results— and you are more likely to see your career derail. Great managers develop and maintain positive relationships. Managers who are poor team players or unpleasant to work with are less successful. Many eventually lose their jobs, and most will not progress far. The old admonition rings true here: Never burn your bridges.
Principle 6: Managerial Strengths and Weaknesses Are Known

People notice who is charismatic, who gets defensive, and whether someone is likely to pass the buck. Management is public work, and it is noticed by employees and coworkers every day. Everyone knows who is the best negotiator and who is the underperformer. Because strengths and weaknesses are known, there is no disadvantage to openly discussing them. As a manager, you have a choice to make. You can take an interest in and deal with development needs, or you can ignore them and hope no one notices. But the latter strategy is flawed because people do notice. The only practical and helpful approach is to see faults and failings for what they are and openly discuss them so improvement can occur. Managers should never want to be the last to know if they have a personality trait that is driving people nuts or derailing the work. Those managers who acknowledge the areas where they need to improve will enjoy more support and respect from others than will those who do not.


Principle 7: Great Middle Management Can Be Learned, but One Must “Get It”

Middle management is a craft, a set of practices, and a job that managers can learn with the right training and guidance. Good middle managers are cultivated, not born. Great managers come in wildly different styles and personalities. However, it is essential that all middle managers fully understand their jobs and accountability. Managers who don’t take on their role are not likely to succeed and will often see their careers stall or dwindle.
Principle 8: Middle Managers Exist to Make Things Happen

Middle managers are not there to simply oversee what is going to occur on its own. They make a huge difference and play a vital role in improving the business. It is in the face of defeat, during an impending failure, or on the verge of an exciting opportunity that a middle manager’s role kicks into high gear. Great middle managers know they exist to make a positive difference and seek out opportunities to make an impact.

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