Leadership training and sales training Australia.

How much influence can a middle management team have within an organization with a laid-back CEO and infighting amongst the senior executives?

This is not an uncommon situation. Quite often we find CEOs who have been promoted due to longevity or technical expertise, not for leadership capability. If they have not had the opportunity to develop their leadership skills, these CEOs can take the option of being mates with their executive. The likely results are power plays, the blame game and political sabotage within the second level. Without boundaries, we start to push the envelope…. Some more than others.

So what does this mean for the next level down? I have been witness to a number of scenarios, the most common of which is the development of alliances in order to protect themselves from above. The middle managers come together to create a barrier between the executives and the operational staff. The key issue with this is that it inhibits the ability for the organization to deliver on its strategies. This is because of the lack of trust, lack of clarity and communication issues that occur between the different levels of management. Oft times the middle managers determine the ‘real’ organization strategy through their actions.

All organization cultures can be influenced by anyone within the organization so long as they have the right approach, alliances and skills. A great CEO can change an organization just by being appointed, as can a poor one. Working as a middle manager in an organization with lack of trust and clarity of communication requires immense influencing skills and so long as there is a desire for the greater good this can go a long way to decreasing staff turnover and increasing profitability.

We all have a choice as to who we are when we show up for work in the morning. Are you a middle manager operating with integrity and authenticity?