Middle Managers

Middle managers see to it that the work required by a business strategy actually gets done.  They establish the mechanisms that integrate resources and develop the processes that do the work effectively and efficiently.  They are also in charge of ensuring that people and resources get mobilized in the right ways at the right times.

Without a clear understanding of the business matching process, however, middle managers may not have the wide-angle view they need to guide all of these activities as wisely as possible.  Indeed, many business strategies have failed because middle managers did not mobilize the right people and resources quickly enough. 

Middle managers will find the business matching process especially useful in this regard, because each type of organization requires its own method of mobilizing resources and implementing strategy.  For example, if a middle manager has a semi-bureaucratic vision of a layered sales force - as would be appropriate for a ruler organization serving a kingdom market - and attempts to use that vision for organizing a sales effort in a jungle environment, the whole sales department will quickly run into big trouble.  It will soon become apparent that there are not enough people and that coordinating all the tasks will be agonizingly complex.  Likewise, if an operations manager from a jungle organization tries to set up highly-flexible operations in a warrior business - where the uniformity of processes and products is crucial - the whole enterprise can begin to come apart.

It is critical that top and middle management share a common map and language about the market, the position of their organization in that market, and the strategic direction in which the organization is trying to move.  The basic tools and concepts of this book can be very useful in this regard.  In addition, the process described previously can help middle managers make wise decisions about organizational and process management. 

To support the business matching process, middle managers need to:

1. Completely align with top management about:
   -what archetype their organization represents and where it is currently positioned on the archetype grid
   -what type of market it operates in (and/or seeks to operate in)
   -where each of its product or services is currently positioned on the archetype grid
   -what kind of organization and culture are needed to succeed, both in the short and long run
2. Monitor the market continuously, and adjust and redesign processes as needed so they are in sync with conditions.
3. Consider each of the other units, functions, departments, and organizations that they need to deal or work with regularly.  Middle managers need to identify which ones represent which archetypes; as necessary, they should examine and address potential conflicts in dealing with these entities.
4. Use business matching language to help people in the organization understand the operational moves and adaptations that will be necessary for success.  Specific benchmarks and measurements (e.g., sales levels that would indicate a shift into a new market environment) should be included whenever possible.

As they perform these tasks, middle managers need to avoid or address these pitfalls:

Potential conflicts between unit goals and market demands
Middle managers tend to focus on what needs adjustment or improvement at their level.  Thus they often become convinced that the operation needs a change that, to them, seems self-evident.  However, it is not uncommon for these "obvious" adjustments or improvements to be exactly the opposite of what is actually needed to succeed under current market conditions. 

Continuous change but limited current information
Organizations and their markets are in constant flux.  Middle managers know this all too well.  Thus, if they lack up-to-date information on the market, they will naturally become indecisive.  This is precisely why it is so important to continuously monitor the market; to make this information available to all managers; and to discuss and clarify it regularly at all levels. 

Inadequate resources
There will not always be enough people or money to implement all the changes that may be needed.  Middle managers must have the insight - and the guts - to sort out what is critical from what is merely desirable.  In order to optimize available resources, these decisions need to be made collectively.  An understanding of long-term market trends (and the organizational patterns and cultures needed to respond to these trends) can help in sorting out what most needs to be done. 

Managers' styles, inclinations, and limitations
This is mostly an educational and mentoring issue.  Occasionally, however, some managers may need to be reassigned or let go because they are not able to deal with a new organizational culture.  This needs to be fully understood and accepted by HR.

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Implications for Business LeadersBeginning the Journey When your organization and its market are in proper alignment, there is a palpable feeling of rightness that flows through the entire system. Read More Coaches and Consultants The business matching process can provide consultants, coaches, and managers with a shared language, a collective vision, and a common format for discovery.  When I introduce the business matching process in my own consulting work, I have found that a clear mutual understanding quickly develops.  In addition, the models and language of the business matching process naturally stimulate the exploration of options for organizational designs, cultures, and operations.  Furthermore, the concepts of business matching provide an easily-accessible model for making decisions and planning strategy.  The business matching process also creates a framework for providing feedback to managers on their leadership skills. Read More MBA Students and Programs Organizations throughout the world have come to rely on MBA programs to prepare people to perform important leadership roles.  In fact, in many organizations today, an MBA degree is a requirement for anyone wishing to be considered for upper management.  Read More Staff Managers Staff managers develop and operate the processes that support the core activity of an organization.  These processes include finance, human resources, information systems, logistics, purchasing, marketing, communications, and so on.  Collectively, these processes form an organization's infrastructure. Read More Middle Managers Middle managers see to it that the work required by a business strategy actually gets done.  They establish the mechanisms that integrate resources and develop the processes that do the work effectively and efficiently.  They are also in charge of ensuring that people and resources get mobilized in the right ways at the right times. Read More CEOs The CEO of an organization is responsible for its growth and development. They lead the strategic planning process and make sure that the resources needed to carry out any strategy are provided. Read More