From Stuck to Progress |2

Overcoming Stagnation in Management

Reading time: 7 minutes 

“Alina, significant developments are underway at my company. During my mid-year review, the Director of Operations, my manager, informed me that the C-level executives had identified me as a potential candidate to succeed in her role. She is set to manage operations at a larger site within our organization starting next year. She expressed that appointing someone internally would be beneficial for the organization and is willing to support me in gearing up for this new role. However, the other C-level executives remain to be convinced, giving me a six-month window to prove myself. Such opportunities are rare in our company, and having felt stagnant for the last two years, I am eager to seize this chance for success.”

Middle managers or those in lower senior positions often experience stagnation within organizations. Building on the insights from our first part, From Stuck to Progress (1) - Understanding Stagnation in Management, we now introduce practical strategies aimed at preparing managers for more senior roles, making them stand out to C-level decision-makers as viable candidates for the company's strategic decision-making echelons.

This article outlines a roadmap for managers aspiring to become effective leaders, emphasizing the significance of personal development, strategic thinking, and emotional intelligence in overcoming management stagnation.

In essence, managers looking to advance must consider several critical questions: How do I manage other managers? How can I demonstrate my readiness to take on this responsibility? How can I ensure my thinking and actions are always strategic? These questions are central to addressing the three key areas this article focuses on scaling impact, managing up, and actively engaging and leading peers.

Here are ten critical areas for your focus. I organized into three main categories: scaling impact, managing up, and actively engaging with and demonstrating leadership to your peers.

Scale your impact

Enhancing your impact is crucial for advancing to senior or strategic leadership roles within the organization. This requires a holistic approach that includes mastering delegation, maintaining technical expertise, managing processes effectively, and setting clear boundaries.

Assess your team's independence and efficiency: Are they a self-sufficient unit that achieves goals without constant oversight? Reflect on your process management skills and the strategic quality of your team's output. Consider the predictability of outcomes such as quality, timeliness, and client satisfaction, and how often you actively improve team workflows.

If these aspects are challenging, it may indicate a need to deepen your understanding of your role and the expectations it entails.

1. Improve Process Understanding. 

Is your team constantly putting out fires? Ever catch yourself wishing you had addressed an issue sooner, only to see the same obstacles reoccur? Why haven't you delegated tasks to address these issues? Are you actively engaged in process planning and improvement? Have you sought the necessary support within your organization to tackle these challenges? Did you communicate these issues to your manager for support? When was the last time you attempted a change to gauge potential improvements?

Processes are the backbone of achieving goals efficiently. Recognizing and valuing processes is fundamental. If you're yet to embrace this mindset, start now. Understand what in your mindset needs to shift to believe and accept this fact of life in all organizations, and, thus, change your way of working and start using processes like a pro. It is not enough to be good with people, you need to be proficient in identifying, planning, maintaining and running the most effective and efficient processes. In this order. Treating people well is an intrinsic component of it. 

2. Effective Delegation:

Have you considered what being strategic with delegation entails? Are you bogged down with tasks that could be handled by others? Do you hesitate to delegate due to a lack of trust? Do you hold onto certain tasks believing no one else can perform them to your standards? Or perhaps you enjoy these tasks more than others, or you think you're helping your team by tackling the more challenging aspects yourself? Maybe you're trying to spare your team from feeling overwhelmed by new responsibilities.

If you've answered yes to any of these, it's time to reassess and give delegation another try. Engaging with a coach can facilitate this shift, enhancing your approach to delegation and elevating your leadership mindset.

3. Maintain Your Technical Relevance

Continuous learning and keeping up with industry trends are essential for your proficiency. This approach ensures effective leadership, informed decision-making, and innovation. How do you stay technically relevant and informed about your industry's developments?

Being updated with technical knowledge is crucial, yet many managers feel overwhelmed by the impossibility of knowing everything in their field. The strategy lies not in exhaustive knowledge but in selecting what's important to understand. It's about having a broad understanding of various concepts at a basic level while grasping their potential impact on your work, the business operations, or even the organization's existence.

Incorporate the expertise of your team members, peers, directors, or external consultants, relying on their professional insights. Engage with them to understand the limitations, constraints, and critical points of interaction or data exchange, ensuring you maintain control over processes.

Strategically managing technical knowledge also involves asking the right questions to extract valuable information for decision-making. It's about choosing how to train or develop your team, considering both their capabilities and the organization's strategic direction, as well as planning for succession. Often, stagnation occurs when decision-makers can't envision anyone else in your role, fearing the disruption change might bring.

4. Set Effective Boundaries

Clear boundaries within the organization help prevent overlapping responsibilities and the emergence of unmanaged areas. Setting these boundaries is key to ensuring accountability and role clarity, both of which are essential for seamless operations and cohesive teamwork. However, maintaining these boundaries often means you'll need to say no frequently. Say NO when team members propose ideas that don't align with the company's objectives, vision, or financial capacity. Say NO to higher-ranking managers, including your own, when they demand unrealistic outcomes. And say NO to clients requesting more than what was agreed upon. As a manager, it is your duty to manage work commitments for your team effectively.

Moreover, mastering how to decline requests assertively yet tactfully is crucial to remaining a respected, supportive collaborator without compromising your credibility. Be aware that failure to set these limits can have adverse effects, making it challenging to manage tasks effectively while risking overburdening your team and diluting your capacity.

Manage-up

Middle managers often become so focused on leading their teams that they overlook the need to develop and strengthen relationships elsewhere in the organization, notably with their manager. 

Managing up is an essential skill that enables you to effectively communicate and collaborate with senior management. This skill encompasses being proactive, detail-oriented, adept at preemptive problem-solving, willing to face challenges beyond your comfort zone, and consistently professional.

5. Maintain exquisite attention to details that matter

The best middle managers push information up without being asked and are quick to provide more details as necessary. Your manager wants to know that you are paying attention to what is going on. C-level managers value employees who can identify and address issues that can significantly impact organizational outcomes. They want to be kept in the loop about challenges and setbacks, decisions you make or changes to the initial plans you see needed. They especially want to be involved in any of your decisions that may affect the company's bottom line or cash flow, the company’s relationship with the clients, as well as anything that might disturb the employee morale or wellbeing. Demonstrating that you pay attention to what is going on and making time to update your manager on both good things and challenges you have, is a way in which you convey the following message: I know what is happening under my watch and I have everything in control. 

6. Proactive Problem Solve

In your role, you need to be the first to bring up the “bad news” to your manager as soon as you become aware. Highlighting problems is not enough. It should be done promptly. However, best middle managers know this is more to it, they know they have to take the initiative to propose solutions. This approach demonstrates your capability to think critically and your willingness to take ownership of challenges. Complaining about problems but never volunteering to fix them is just a way to erode your credibility and the trust other managers and C-level can put in your ability to manage.

7. Responsiveness to assignments

Hesitating to tackle assignments beyond one's comfort zone is a common pitfall for many managers. It's critical to either accept and complete tasks as assigned by your superior or transparently communicate if you're unable to undertake them. Avoiding the task without clear communication only leads to underperformance and missed growth opportunities. If this happens to you, pay attention to your mindset. Reflect on what internal barriers you face and how your attitudes or habits contribute to procrastination or avoidance of these tasks.

8. Exhibit outstanding professionalism

Always maintain professionalism in your interactions with senior management. Many managers mistake technical proficiency for overall professionalism, yet true professionalism encompasses much more than just solving technical issues quickly and accurately. It involves being well-prepared, articulate, and respectful in your communication. It's about offering pushback in a polite yet firm manner, standing your ground without being confrontational or resistant. Professionalism includes the ability to provide constructive criticism in a way that is direct yet cooperative, supporting your arguments with solid evidence while maintaining an emotional detachment and being open to understanding others' viewpoints without taking things personally.

Reflect on your demeanour: Are you visibly bored, distracted, pressured, or impatient in meetings? Do your verbal communications convey your message without confusion? Are you making assumptions that others may not share? Are your emails clear and concise? Consider whether your manager would feel confident having you represent them in front of peers, negotiate directly with clients, or interact with high-stakes stakeholders on your own. Your appearance, and your verbal, written, and body language communication are more and more important the more senior you become. 

Your executive presence should act as proof of your professionalism, assuring others of your capability to conduct yourself appropriately in any given situation. 

By excelling in these three aspects of managing up, you position yourself as a valuable asset to your organization and signal your readiness for more significant responsibilities.

Actively Show Leadership to Your Peers

Even if you excel in leading your team and managing upwards, that alone is insufficient in the intricate landscape of modern organizations. You'll frequently encounter scenarios requiring the complete cooperation of your peers or managers in other departments. This entails fostering solid relationships, taking on more responsibilities, developing a persuasive vision, and establishing yourself as a leader others aspire to emulate.

Moreover, you might often need direct assistance or intervention from different functions or departments to address challenges faced by your team. In such instances, whether you're offering support or in need of it, it's crucial to ensure your voice is heard and you can exert influence without relying on formal authority.

This necessitates enhancing your interactions with all key stakeholders within the organization. How can you achieve this?

9. Strengthen Peer Relationships

Gone are the days when you could sidestep involvement in brainstorming or decision-making sessions. Today, your role necessitates cultivating robust relationships with your peers. In today's organizations, decision-making is not a solitary task for any manager.

Your decisions are likely to affect the operations of other departments and functions eventually. Before advancing any suggestions to your manager or C-level executives, it’s crucial to understand the potential impact on others. You need to negotiate with your peers to identify any constraints, determine what’s non-negotiable, understand the support you might need to provide or receive and acknowledge what must remain unchanged.

Demonstrating sincere interest in the challenges and ideas of your peers cultivates mutual respect and enhances teamwork. Proactively engaging in one-on-one conversations with your peers before you require their assistance is a testament to your genuine concern for their challenges and insights into the company’s vision. This preemptive support not only is greatly valued but also allows you to demonstrate your ability to extend your influence.

Act as if you have already advanced beyond your current position by strengthening your relationships with key stakeholders, showing empathy for their needs, and aligning your efforts with the organization's broader objectives. This forward-thinking behaviour positions you as both a leader and a vital asset to the organization.

Building trust in any relationship involves direct interaction, consistent communication, goodwill, assertiveness, clear intentions, determination, and focus, all aimed at achieving mutual goals and strengthening the bond.

10. Seek Additional Responsibilities

Show your leadership potential by taking the initiative to volunteer for projects outside your immediate purview. This effort not only expands your skillset but also highlights your dedication to the company's overall success.

Displaying leadership involves more than just completing assigned tasks. It's about proactively engaging in additional projects that, while beyond your current responsibilities, align closely with your professional skills. This includes aiding your peers to ensure seamless process integration across your function's boundaries and eliminating any operational gaps. Additionally, staying abreast of company-wide trends and projects allows you to volunteer for roles in areas you aim to develop further.

Such a proactive stance not only broadens your competencies but also clearly communicates your commitment to enhancing the organization's success. Volunteering for these additional projects provides valuable experience and signals to both your leaders and peers your crucial role in the team's achievements.

This list of ten items is by no means comprehensive. It serves to guide your thinking, behaviour, and decision-making processes, subtly hinting at broader considerations. It underscores the necessity of demonstrating to C-level executives that you are an exemplary candidate for senior or C-level positions by being visibly engaged in the following:

• Crafting and communicating a clear, compelling vision for your team, project, or function, which can inspire and rally others around a shared goal, fostering innovation and collective action.

• Embodying the leadership qualities required at higher levels, such as integrity, transparency, and decisiveness, to gain the respect and trust of your colleagues.

• Actively expanding your professional network in a meaningful way, connecting with individuals beyond your immediate environment to acquire new insights, ideas, and opportunities that promote growth and innovation.

• Enhancing your emotional intelligence through the development of self-awareness, empathy, and effective relationship management, thereby boosting your leadership impact and team cohesion.

• Making self-reflection a priority to understand your role in interactions, identify the gap to the next level of leadership, and use this understanding to direct your personal and professional growth.

• Seeking out professional coaching or mentorship, leveraging the experience of those who have navigated similar paths for personalized advice, support, and accountability as you aim to move beyond stagnation and achieve your ambitions.

For those aiming for a more senior position, technical expertise is assumed. The focus now shifts to cultivating the right mindset. Below are suggested topics for further development in this area:

1. Healthy boundaries: How to say NO and still be collaborative and supportive

2. Communicating bad news: How to break bad news to my manager or my peer managers without losing credibility

3. Influencing without formal power: How to influence when I do not have the formal power

4. Building Resilience in the Face of Change: How to develop my ability to adapt to change and bounce back from setbacks.

5. Enhancing Strategic Thinking: What does it mean to learn to think several steps ahead and plan for long-term success?

6. Cultivating Emotional Intelligence: Improve self-awareness, empathy, and interpersonal skills to lead teams more effectively.

7. Effective Conflict Resolution: Strategies for managing and resolving disputes constructively.

8. Time Management for Leaders: Prioritizing tasks and managing time to increase productivity and effectiveness.

9. Persuasive Communication: Enhance your ability to persuade and influence stakeholders.

10. Developing a Growth Mindset: Embrace challenges and view failures as opportunities for growth. Demonstrate it in practice!

11. Nurturing Innovation and Creativity: Encourage innovative thinking and creativity within your team.

12. Mastering Feedback: Give and receive feedback in a way that fosters improvement and positive change.

13. Enhancing Decision-Making Skills: Improve your ability to make informed, effective decisions under pressure.

14. Cultivating a Culture of Accountability: Create an environment where team members take responsibility for their actions and outcomes.

15. Leading with Empathy Towards Others: Understand and address the needs and concerns of your team members.

16. Leading with Empathy Towards Self: Manage business pressure without taking it into your system and without passing it to your team members. Treat yourself with compassion and understanding.

17. Strategic Networking and Relationship Building: Expand your network in a meaningful way to support your growth and the organization's objectives.

18. Personal Branding for Leaders: Develop and promote your personal brand within and outside the organization.

19. Leveraging Diversity and Inclusion for Team Success: Understand the value of diversity and implementing inclusive leadership practices.

20. Mindfulness and Stress Management: Techniques for managing stress and staying focused and calm under pressure.

21. Visionary Leadership: Crafting and communicating a compelling vision to inspire and guide your team.

22. Negotiation Skills for Managers: Effective strategies for negotiating win-win outcomes.

23. Planning Your Succession: Preparing your future accession to a more senior role by developing talent and planning for succession within your team.

24. Building Your Legacy: Inspire organizational stakeholders through impactful leadership and enduring values.

25. Build Executive Presence: Cultivate and demonstrate confidence, clarity, and charisma in all your leadership actions.

These topics are crafted to tackle the diverse obstacles middle managers might encounter, equipping them with the necessary tools and methodologies to surmount these hurdles, advance professionally, and gear up for higher positions within their companies.

Conclusion

Advancing from stagnation to a state of progress and aspiring for leadership roles at the C-level isn't solely about mastering technical abilities but involves a significant shift in mindset and approach.

You now have at least ten strategies to make yourself stand out immediately. Begin by implementing a new initiative inspired by these ideas each week. Maintain consistency, take this seriously, and commit to seeing it through. Before long, your efforts will catch the attention of senior management. With diligent effort, the outcomes may astonish you.

On this journey, you might encounter unforeseen challenges and setbacks. Continue pressing forward. Let go of any judgments and proceed with good intentions. Expect cooperation from everyone, believe there is enough time and assume everyone wants to collaborate and do their best. If you notice a shift in your mindset, reassess your assumptions and expectations, then promptly adjust them. Make informed decisions based on these recalibrations.

Embarking on this path alone might be daunting, especially when faced with judgment or a perceived lack of support. A coach can serve as a steadfast accountability partner, offering the clarity and connection needed to stay focused on your long-term objectives. This presents a chance to explore your unique challenges and goals and to discover how personalized coaching can support your development into a significant leader who surpasses the expectations of C-level executives. Together, we can unveil your utmost potential and chart a course towards remarkable achievements.

Share with me your insights and let me know where you want to head. I invite you to a friendly talk to collaboratively devise a plan to move out from any stagnation and ascend to the next level of performance. Let's know each other and see whether we are a good fit for coaching. I would be thrilled to be your thinking partner in coaching! 

Book today your complimentary strategy session. 

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach

Summary:

 

The article From Stuck to Progress | 2: Overcoming Stagnation in Management offers practical strategies for middle managers feeling stagnant, aiming to prepare them for senior roles and make them stand out to C-level executives. It emphasizes the importance of personal development, strategic thinking, and emotional intelligence. The author shares her perspective on the journey a middle or low-senior manager has to pursue to be identified as a potential candidate for a more senior position by the company's C-level executives, highlighting there is a six-month window for these to prove themselves. It focuses on actionable advice for managers looking to evolve into effective leaders.

The article is structured around three main areas of focus: scaling impact, managing up, and actively showing leadership to peers. Within these categories, the author outlines ten critical areas for managers to develop:

1. Improve Process Understanding: Recognize the importance of processes and actively engage in planning and improving them.
2. Effective Delegation: Master strategic delegation to enhance team efficiency and trust.
3. Maintain Your Technical Relevance: Stay abreast of industry trends and ensure your technical knowledge is up to date.
4. Set Effective Boundaries: Establish clear boundaries to prevent overlap of responsibilities and maintain team focus.
5. Maintain Exquisite Attention to Detail: Keep C-level executives informed of challenges and decisions, demonstrating control and foresight.
6. Proactive Problem Solving: Address issues promptly and offer solutions to maintain credibility.
7. Responsiveness to Assignments: Tackle assignments proactively, even those outside your comfort zone.
8. Exhibit Outstanding Professionalism: Maintain professionalism in all interactions, distinguishing technical proficiency from professional demeanour.
9. Strengthen Peer Relationships: Cultivate robust relationships with peers for collaborative decision-making.
10. Seek Additional Responsibilities: Volunteer for projects beyond your direct responsibilities to showcase leadership potential.

 

From Stuck to Progress|2 is a call to action for senior managers to assess gaps they have versus senior management expectations, and embark on a transformative journey towards making themselves noticed by leveling up their game. Call me and let's talk in exploring how you can perform at your best fast, along the ten strategies mentioned.