In the corporate world, middle managers often find themselves in a challenging position. They have to report to higher-ups while also leading their own teams. This dual role requires a unique set of skills and strategies to be successful. Nathan Jamail's book "Serve Up, Coach Down" provides valuable insights and practical advice for those in middle management positions who want to excel in their roles and make a real impact in their organizations.
The book introduces the concept of "mastering the middle" - developing the ability to effectively serve those above you in the hierarchy while coaching and inspiring those below you. This approach allows middle managers to become powerful influencers and leaders, regardless of their official title or position.
Serving Up: Trusting Your Boss's Vision
One of the key ideas in "Serve Up, Coach Down" is the importance of "serving up" - supporting and trusting the vision and decisions of your superiors. This doesn't mean being a yes-man or blindly following orders. Rather, it's about understanding the bigger picture and working to implement the company's strategy with enthusiasm and conviction.
The Juanita Example
Jamail presents the example of Juanita, a middle manager who makes a common mistake. When one of her team members quits and her boss decides not to replace them, Juanita plans to demand a replacement hire. She believes she's acting in her team's best interests by pushing back against this decision.
However, this approach shows a lack of trust in her boss's vision. Instead of looking for ways to streamline operations and help her team adapt to the new situation, Juanita is resisting change and potentially missing an opportunity for her team to grow and develop new skills.
The Difference Between Serving Up and Sucking Up
It's crucial to understand that serving up is not the same as sucking up. Sucking up is manipulative behavior aimed at furthering one's own agenda. It involves saying what you think others want to hear, regardless of your true opinions or the best interests of the company.
Serving up, on the other hand, is about being a team player and supporting the mission and objectives of the organization. It may sometimes involve supporting decisions you don't fully understand or agree with, but it's not about blind obedience. You can still ask questions and seek clarification - the key is to do so with the intention of better implementing the strategy, not undermining it.
Serving Across: Breaking Down Silos
Another important aspect of mastering the middle is "serving across" - collaborating with and supporting your peers in other departments. This approach can help combat the problem of "silofication" in organizations, where different departments operate independently and fail to communicate effectively with each other.
The Dangers of Silo Mentality
When departments operate in silos, they tend to focus solely on their own interests rather than working for the good of the company as a whole. This can lead to inefficiencies, conflicts, and missed opportunities for collaboration and innovation.
How to Serve Across
To break down silos and foster a more collaborative culture, Jamail suggests reaching out to your peers in other departments with a mindset of service. Instead of complaining about how other teams make your job difficult, ask how you can help them. By making the first move to open lines of communication and offer assistance, you can start to build bridges between departments.
For example, if you're in sales and constantly frustrated with the design team, try reaching out to the head of design and asking what your team can do to make their job easier. This approach can lead to mutual adjustments and improvements in workflows, benefiting both teams and the company as a whole.
Balancing Upward and Downward Focus
A common pitfall for middle managers is focusing too much on either serving up or coaching down, neglecting the other aspect of their role. Jamail emphasizes the importance of dividing your energy equally between supporting your boss and developing your team.
The Charles Example
The book presents the example of Charles, a middle manager who excels at serving up but neglects his team. While Charles has made himself invaluable to his boss by implementing strategies with conviction, his team's performance is mediocre. They complete their tasks but don't fully support the company's mission.
Charles's mistake is in not believing in his team and not investing time and energy in coaching them. He respects their competence and wants to avoid being patronizing, but in doing so, he's missing the opportunity to inspire and empower them.
Effective Coaching Strategies
To be an effective coach, Jamail suggests taking inspiration from sports coaches:
Incorporate daily "drills" into your team's work routine, such as practicing new software skills or role-playing sales pitches.
Actively participate in these drills, demonstrating your commitment to the team's development.
Focus most of your coaching efforts on your top performers, showing that coaching is a reward for good work rather than a punishment for poor performance.
Be direct and honest with your own boss about your coaching efforts and express your desire for similar treatment from them.
Embracing Change
Change is a constant in the business world, and how middle managers handle change can significantly impact their success and that of their teams. Jamail advises embracing change, even when you don't fully understand or agree with it.
Trusting Leadership Decisions
When faced with changes initiated by upper management, it's important to trust that they have more information and insight than you do. Your role as a middle manager is not to question the "what" or "why" of change, but to focus on the "how" - implementing the change effectively.
Leading Through Change
As a middle manager, your job is to coach your team through changes by demonstrating leadership rather than doubt. Even if a new initiative means more work or challenges for your team, approach it with enthusiasm and conviction. Your attitude can significantly influence how your team adapts to and implements changes.
For example, if your company decides to transition to a new sales software system, don't join in with team members who grumble about the extra work. Instead, focus on giving your team the tools and coaching they need to adapt successfully. Trust that the leadership has made this decision for good reasons and work to realize the expected benefits, such as increased sales or improved efficiency.
Bridging the Knowledge Gap
One of the biggest challenges in modern workplaces is the "knowledge gap" - the difference between what employees know and what they actually do. This often occurs when new systems or processes are introduced but not fully adopted. As a middle manager, you play a crucial role in bridging this gap.
Addressing Lack of Will vs. Lack of Skill
When team members aren't putting new knowledge into practice, it's usually due to either a lack of will or a lack of skill. Jamail provides strategies for addressing both:
Lack of Will: Set clear standards and expectations. Make it known that implementing new knowledge is non-negotiable, just as showing up for practice is non-negotiable for professional athletes.
Lack of Skill: Maintain high expectations but increase the amount of coaching you provide. Don't slow the pace or reduce workload, as this doesn't incentivize skill development.
By cultivating both skill and will in your team, you'll be better prepared to implement future changes and innovations effectively.
Effective Time Management
Middle managers often feel pulled in multiple directions, trying to please everyone from bosses to team members to clients. Jamail emphasizes that effective time management is crucial for success in this role, and it's all about setting the right priorities.
Distinguishing Urgent from Important
To manage time effectively, it's crucial to distinguish between urgent and important tasks:
- Important tasks are proactive, focused on long-term development and positive change.
- Urgent tasks are reactive, dealing with immediate problems but not contributing to growth or development.
While it's easy to fill your day with urgent tasks, it's important to prioritize the important ones that contribute to long-term success.
Non-Negotiable "Must-Dos"
In addition to important and urgent tasks, Jamail introduces the concept of "must-dos" - non-negotiable tasks that are central to your role as a middle manager. These include activities like coaching, giving feedback, and checking in with management. Even when busy, these tasks should not be neglected or postponed.
Practical Time Management Strategies
To avoid feeling overwhelmed, Jamail suggests:
- Schedule your must-dos first, blocking out time for these essential activities.
- Prioritize important tasks over urgent ones.
- Learn to say no to some urgent tasks that don't align with your priorities.
By implementing these strategies, you can work more efficiently and deliver better results.
Valuing Team Members Based on Current Contribution
A key principle in "Serve Up, Coach Down" is the importance of valuing team members based on their current contribution, rather than factors like seniority or past performance.
The Importance of Accountability
To ensure consistent contribution from all team members, Jamail emphasizes the need for accountability. This means setting clear expectations for performance and following through, regardless of a team member's tenure or past achievements.
Avoiding Common Pitfalls
Jamail warns against common mistakes in managing team members:
Not holding long-term employees accountable: Even if someone has been with the company for many years, they should still be expected to contribute at a high level.
Focusing solely on results: If a top performer is cutting corners or not putting in full effort, this should be addressed even if their results are good.
Keeping underperformers out of misplaced loyalty: If someone is consistently not meeting expectations despite coaching and support, it may be time to consider redeployment.
By focusing on current contribution and maintaining high standards for all team members, you can create a culture of excellence and accountability within your team.
The Power of Middle Management
Despite its sometimes negative reputation, Jamail argues that middle management can be a position of significant power and influence when approached correctly.
Redefining Power in the Workplace
Power in the workplace isn't necessarily tied to job titles or decision-making authority. As a middle manager, your power lies in how you implement decisions and set the course for your team and, by extension, the company.
Leveraging Your Unique Position
Middle managers have a unique advantage: access to both high-level executives and frontline workers. Jamail advises using this access generously rather than hoarding it. By sharing information and facilitating communication between different levels of the organization, you can increase your influence and value to the company.
Projecting Confidence and Authority
To be an effective leader from the middle, it's crucial to project confidence in your own authority. This means implementing management decisions as if they were your own and avoiding language that separates "us" (your team) from "them" (upper management).
Practical Strategies for Success
Throughout "Serve Up, Coach Down," Jamail provides numerous practical strategies for success as a middle manager. Here are some key takeaways:
Regular Check-ins: Make it a practice to check in regularly with your boss, team members, and clients, even when there's nothing specific to report. This helps maintain strong professional relationships.
Embrace Change: When faced with organizational changes, focus on how to implement them effectively rather than questioning why they're happening.
Coach Consistently: Don't neglect coaching, even when busy. Treat it as a non-negotiable part of your role.
Prioritize Effectively: Learn to distinguish between urgent and important tasks, and focus on the latter.
Foster Collaboration: Reach out to peers in other departments to break down silos and improve overall company performance.
Value Current Contribution: Judge team members based on their present efforts and results, not past achievements or tenure.
Project Confidence: Implement decisions with conviction, demonstrating your own authority and influence.
The Importance of Serving Up
One of the core concepts in "Serve Up, Coach Down" is the idea of "serving up" - supporting and implementing the vision and decisions of upper management. This approach is crucial for several reasons:
Alignment with Company Goals: By serving up, you ensure that your team's efforts are aligned with the overall objectives of the organization.
Building Trust: Demonstrating your support for management decisions helps build trust with your superiors, potentially leading to more opportunities and influence.
Effective Implementation: When you approach management decisions with enthusiasm and conviction, you're more likely to implement them successfully.
Role Modeling: Your attitude towards upper management sets an example for your team, influencing how they perceive and interact with leadership.
Bridging the Gap: As a middle manager, you play a crucial role in translating high-level strategy into actionable plans for your team. Serving up helps you do this more effectively.
The Art of Coaching Down
While serving up is crucial, it's equally important to "coach down" - developing and inspiring your team members. Jamail provides several insights on effective coaching:
Believe in Your Team: Show your team members that you believe in their potential. This belief can be a powerful motivator.
Regular Feedback: Provide consistent, constructive feedback to help team members improve and grow.
Skill Development: Incorporate regular skill-building activities into your team's routine, similar to how sports teams practice drills.
Focus on Top Performers: While it's important to support all team members, dedicating extra coaching time to your best performers can yield significant results.
Set Clear Expectations: Make sure your team understands what's expected of them and hold them accountable to these standards.
Encourage Growth: Push your team members out of their comfort zones and provide opportunities for them to take on new challenges.
Breaking Down Silos
Jamail emphasizes the importance of breaking down organizational silos to improve overall company performance. Here are some strategies for fostering cross-departmental collaboration:
Reach Out First: Don't wait for other departments to approach you. Take the initiative to reach out and offer assistance.
Ask How You Can Help: Instead of complaining about other departments, ask how you can make their jobs easier.
Share Information: Be generous with information that could be useful to other teams or departments.
Collaborate on Projects: Look for opportunities to work together on cross-departmental projects.
Understand Other Perspectives: Try to see things from the point of view of other departments. This can help you find mutually beneficial solutions to problems.
Celebrate Shared Successes: When collaboration leads to positive outcomes, make sure to recognize and celebrate these wins across departments.
Embracing and Leading Through Change
Change is a constant in the business world, and how you handle it as a middle manager can significantly impact your success. Jamail provides several strategies for effectively navigating and leading through change:
Trust the Process: Even if you don't fully understand or agree with a change, trust that upper management has good reasons for their decisions.
Focus on Implementation: Instead of questioning the change itself, concentrate your energy on how to implement it effectively.
Communicate Positively: When explaining changes to your team, do so with enthusiasm and conviction. Your attitude can greatly influence how your team receives and adapts to the change.
Address Concerns: Listen to your team's concerns about changes, but guide them towards finding solutions rather than dwelling on problems.
Identify Opportunities: Look for ways that changes can benefit your team or create opportunities for growth and development.
Be Patient: Remember that adapting to change takes time. Be patient with your team as they adjust, while still maintaining high expectations.
Effective Time Management for Middle Managers
As a middle manager, you're often pulled in multiple directions. Jamail offers several strategies for managing your time effectively:
Prioritize Important Tasks: Distinguish between urgent and important tasks, and make sure to allocate time for the important ones that contribute to long-term success.
Schedule Non-Negotiables: Block out time in your calendar for "must-do" activities like coaching and check-ins with your boss and team.
Learn to Say No: It's okay to decline or delegate tasks that don't align with your priorities or responsibilities.
Batch Similar Tasks: Group similar activities together to improve efficiency.
Use Time Blocks: Allocate specific blocks of time for different types of work (e.g., emails, meetings, focused work) to maintain focus and productivity.
Regular Review: Periodically review how you're spending your time and adjust as necessary to ensure you're focusing on the most important aspects of your role.
Fostering Accountability and High Performance
Creating a high-performing team requires fostering a culture of accountability. Jamail provides several insights on how to achieve this:
Clear Expectations: Set clear, measurable expectations for all team members.
Consistent Follow-Up: Regularly check in on progress and provide feedback.
Equal Standards: Hold all team members to the same high standards, regardless of seniority or past performance.
Address Underperformance: Don't shy away from addressing performance issues. Provide support and coaching, but be prepared to make tough decisions if improvement doesn't occur.
Recognize Effort and Results: Acknowledge both the effort team members put in and the results they achieve.
Lead by Example: Demonstrate the level of accountability and performance you expect from your team.
Leveraging Your Position as a Middle Manager
Despite common perceptions, middle management can be a position of significant influence and power. Jamail offers advice on how to leverage your unique position:
Recognize Your Influence: Understand that your role in implementing decisions gives you significant power to shape the direction of the company.
Use Your Access: Take advantage of your access to both upper management and frontline workers to facilitate communication and drive positive change.
Build Relationships: Cultivate strong relationships at all levels of the organization to increase your influence and effectiveness.
Be a Connector: Use your position to connect people and ideas across different parts of the organization.
Advocate for Your Team: Use your access to upper management to advocate for your team's needs and ideas.
Translate Strategy: Help your team understand and connect with high-level company strategy by translating it into concrete actions and goals.
Continuous Learning and Development
To excel as a middle manager, it's crucial to commit to continuous learning and development. Jamail emphasizes this throughout the book:
Seek Feedback: Regularly ask for feedback from both your boss and your team to identify areas for improvement.
Stay Current: Keep up with industry trends and new management techniques.
Learn from Peers: Network with other middle managers to share experiences and best practices.
Reflect on Experiences: Take time to reflect on your successes and failures to extract valuable lessons.
Develop New Skills: Continuously work on developing new skills that can enhance your effectiveness as a manager.
Read Widely: Expand your knowledge through reading books, articles, and case studies on leadership and management.
Final Thoughts
"Serve Up, Coach Down" provides a comprehensive guide for middle managers looking to maximize their effectiveness and influence within their organizations. By mastering the art of serving up to upper management while coaching and developing their teams, middle managers can become powerful drivers of organizational success.
The book emphasizes the importance of trust, accountability, and continuous improvement. It encourages middle managers to embrace their unique position, leveraging their access to different levels of the organization to facilitate communication, drive change, and improve overall performance.
Jamail's practical strategies and real-world examples offer valuable insights for navigating the challenges of middle management. From effectively managing time and priorities to fostering cross-departmental collaboration and leading through change, the book provides a roadmap for excelling in this crucial role.
Ultimately, "Serve Up, Coach Down" argues that middle management is far from a powerless position. By applying the principles and strategies outlined in the book, middle managers can become influential leaders who significantly impact their teams, their departments, and their entire organizations. The key lies in balancing the dual responsibilities of serving up and coaching down, always with an eye towards driving performance and achieving organizational goals.