Over 30 years of management consulting has made clear that the locus for a breakdown in performance improvement lies in middle management. Organizations focus on building executive teams with mixed records of success. First-line working groups tend to naturally coalesce as teams as they are doing the same work, share the same view of the organization, their customers, etc. But, the middle is often a desert between these two groups.
Middle managers oversee several functions which do not naturally come together as a team as is the case with front line groups. They are often not in the know and lack consultation regarding strategy by the executive team, so there is no shared reality there either.
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About the Author
William Dann is founder and president of Professional Growth Systems, LLC, (Anchorage, AK) and author of Creating High Performers: 7 Questions to Ask Your Direct Reports.
For more information visit ProfessionalGrowthSystems.com.
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