Serve Up, Coach Down

Success in the middle isn’t about balancing; it’s about excelling at serving up and coaching down.

1. Trust Your Boss’s Vision

Middle managers must learn to trust their boss’s decisions and act with conviction. This doesn’t mean blind agreement but a willingness to reinforce leadership’s vision, even when it’s challenging. Trusting management helps you motivate your team to rise above their complaints and step up.

For instance, when Juanita’s boss decided not to replace a leaving employee, her initial reaction was rooted in frustration. Instead of finding ways to redistribute the workload or bring out the team’s strengths, she planned to confront her boss about the decision. By failing to support the decision or show the team how to adjust, she missed an opportunity to foster growth and accept change positively.

By trusting the vision of senior leadership, middle managers ensure they align their team’s efforts with larger organizational strategies. This approach doesn’t eliminate dialogue; it reframes discussions into constructive problem-solving rather than opposition.

Examples

• Rising to challenges posed by limited resources.
• Streamlining workflows to align with company goals.
• Framing executive decisions as opportunities for growth.

2. Collaboration Beats Silos

Middle managers can help eliminate the isolating "silo mentality" by fostering cross-department collaboration. Serving your peers is not about competition; it's about mutual success and making work easier for others.

For example, if you manage sales and find constant friction with the design department, instead of blaming them, serve outwards. You might ask how your team could adapt their processes to support the design team better. This approach breaks down tension and encourages closer collaboration.

This kind of outward service signals openness and willingness to contribute to shared goals. It sets an example for the rest of your firm to communicate more effectively and work cohesively.

Examples

• Initiating conversations across departments for smoother coordination.
• Offering to adapt sales protocols for better alignment with design processes.
• Encouraging peers to adopt shared goals instead of narrow departmental ones.

3. Balance Energy Between Boss and Team

To lead effectively, middle managers need to split their time and energy between supporting upper leadership and nurturing their team. Over-focusing on one at the expense of the other diminishes their effectiveness.

Take Charles, a manager who deploys his energy entirely toward his boss, leaving his team feeling overlooked and uninspired. Despite following orders perfectly, his team remains indifferent to the company’s vision. Without coaching and personal development, they fail to thrive.

Middle managers succeed when they show belief in their team, dedicating time to coaching and guiding their development. Supporting a team is not just beneficial for their growth—it amplifies overall company performance.

Examples

• Regular coaching sessions to uplift team skills.
• Equal focus on implementing management goals and engaging team members.
• Encouraging top performers while still aiding struggling team members.

4. Embrace Change Confidently

Change is constant, and resisting it can hinder progress. Middle managers are tasked with implementing rather than deciding change, so embracing change positively is vital for success.

For instance, when companies switch to new software systems, the initial period comes with extra effort. Instead of resisting or questioning the decision, mid-level managers can lead the transition by showing trust in leadership and guiding their teams through the shift.

Assuming positive intent and offering necessary support ensures smoother transitions. Managers who trust decisions inspire their teams to stay motivated even through demanding changes.

Examples

• Leading training sessions for new processes enthusiastically.
• Offering tools for adapting to technological changes.
• Focusing on benefits, like increased efficiency, to motivate teams.

5. Close the Knowledge Gap

Middle managers play a critical role in ensuring that what employees learn translates into consistent practice. Often, workers abandon training learnings without follow-up, creating what’s called a knowledge gap.

If someone lacks the will to apply new strategies, clear expectations and accountability are necessary. Conversely, when someone lacks skill, increased coaching is the answer.

Closing this gap requires persistence, communication, and tailored support for individual workers. Over time, ensuring standards can transform knowledge into consistent results.

Examples

• Reiterating new methods during team check-ins.
• Allocating extra resources for skills development.
• Tracking progress and incentivizing improvements.

6. Manage Time by Setting Priorities

Middle managers juggle numerous demands but often confuse urgent tasks with important ones, leaving little time for meaningful, proactive work.

The key is prioritizing tasks. "Important work" focuses on long-term benefits, while "urgent tasks" only tackle immediate crises. Once managers identify their must-dos—like coaching or giving feedback—they can structure their time for maximum impact.

For example, instead of constantly responding to email disruptions, carving dedicated time for strategic planning helps amplify their results.

Examples

• Differentiating immediate tasks (like responding to emails) from long-term planning sessions.
• Blocking non-negotiable time slots for recurring duties like coaching.
• Prioritizing important goals over reactive firefighting.

7. Reward Current Contributions

Loyalty from managers should align with current performance—not past achievements. Ensuring everyone contributes results in a more dynamic team culture.

Veteran team members often receive leniency despite lagging results, while high-effort employees stay stuck in roles that don’t suit them. Managers owe their team honesty and accountability, helping all employees stay engaged or transition to better-fit positions.

Highlighted successes should match current workplace contributions. This sets a standard of motivation and fairness.

Examples

• Reassigning employees struggling to meet job expectations despite effort.
• Acknowledging consistent performers publicly.
• Holding both new recruits and veterans to fair performance metrics.

8. Build Authority in the Middle

Middle managers wield significant power by turning decisions into action. However, to be effective, they must avoid creating divides between upper management and their team by presenting decisions with ownership.

For example, saying, “Head office wants us to implement this,” gives away power. Instead, framing actions as collaborative projects fosters respect and authority from both sides of the corporate ladder.

By remaining consistent and confident, middle managers establish themselves as reliable leaders who strengthen their firm’s foundation.

Examples

• Rephrasing directives to show personal investment.
• Leading with confidence rather than deflecting responsibility.
• Aligning both team and leadership expectations thoughtfully.

9. See the Middle as a Position of Power

Middle management is often underrated, but its connection between executives and frontline teams makes it a position of influence. Success comes from recognizing your role as a leader.

When middle managers embrace their dual roles—serving upward and coaching downward—they establish credibility. They bridge gaps, improve communication, and advance the firm’s most important strategies.

Believing in your role’s unique influence inspires both you and your team to achieve greater heights.

Examples

• Acting as a communication channel between executives and team members.
• Helping both ends understand each other's challenges.
• Facilitating smoother implementation of strategic decisions.

Takeaways

1. Block regular time for non-negotiable tasks like coaching, check-ins, and updates. These foundational actions strengthen professional relationships.
2. Approach change positively regardless of personal feelings. Demonstrate leadership by guiding your team without hesitation or doubt.
3. Regularly evaluate your team members’ contributions and reward current effort. Challenge underperformance together while emphasizing growth opportunities.