Some people never have to go through this experience. I’m not in that category. Getting fired is a painful, frightening, embarrassing experience. I don’t have any magic words to make you feel good about it. But I do want to encourage you to embrace it. Like any major loss in life, it happened. Embracing it doesn’t reduce the pain or sadness, but it does open you up to personal growth and wisdom. It does help you move into the future.

It’s so easy to criticize, to find fault, to tear others down – in large and small ways. How often do groups of employees go out after work and complain about the boss, or about other employees? This kind of activity is widespread. For some reason it feels good. But it certainly cannot be characterized as constructive. It increases negativity in the organization and hurts the people being discussed. This kind of behavior is most certainly not harmless. It does not reflect well on those who engage in it. There’s a reason people would not want their remarks shared with the targets, or with anyone else for that matter.

There are too many people who don’t like their jobs. Almost every day is a bad day. This increases stress and anxiety, which has a negative impact on physical, mental and emotional health. In many cases, these people bring stress and negativity into their homes, which negatively impacts their family and friends. If you don’t like your job, if you’re frequently experiencing bad days, if you feel trapped in your job, this post is for you.

One of the most powerful ways you can spend time as a leader is in one-on-one interactions with the people you are responsible for managing and developing. Are you having enough one-on-one meetings with the people you lead? Are you allocating that time in ways that matter most to them? The best way to find answers to these questions is also the simplest: Ask the people on your team. Based on survey results, you might be surprised at some of the answers you get!

Managers at all levels are being asked to do more with fewer resources while coping with uncertainty and a rapid and constant pace of change in the global marketplace. This is especially true for the mid-level managers, whose role no longer entails issuing instructions to subordinates. In today’s flat organizations, middle managers now have fewer direct reports, are asked to do more, and play a critical role in helping the organization execute strategies and achieve its desired business outcomes. 

Consider these seven effective strategies to invest in your mid-level managers.

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