Managers of all levels exhibit different challenges in their positions. What a frontline manager may struggle with is different from what a mid-level manager struggles with. The same differences apply once you hit a senior-level management role and executives. All of the challenges a manager faces depend on their level of authority.
That said, I would argue they all have something in common: the top challenges tend to be People challenges.
Where technical skills like learning people management software and running reports can be taught, the people skills of inviting collaboration, fostering inclusivity, resolving conflict, and inspiring to perform at our very best tend to be learned on the job. In my view, those skills tend to be the most challenging to master.
Here are the top People challenges each level manager faces:
Frontline managers struggle with managing their expectations of their team. A manager's pre-conceived expectations of their direct reports tend to differ from what happens in real time. Different personalities on the team require a different approach to managing them. Some employees may be easier to manage than others. Now balance that with the team cohesion that a manager must try to create/maintain for them to be effective. In short, managing multiple people differently while trying to move towards a common goal is a challenging task for both new managers and experienced managers alike.
Mid-level and senior-level managers struggle with managing their informal authority amongst their direct reports, peers, and superiors. Despite the formal authority one has from the mid-level and senior-level management roles, it means very little if you cannot build your informal authority. This includes building their level of influence amongst their peers and superiors, credibility with stakeholders, and trust across the board in their organization. More is expected of middle and senior management beyond the management of their people, and the keys to success often go overlooked due to the intangible nature of developing informal authority.
Executives struggle with managing their organization's culture. Executives are seen as the people who steer the ship in the right direction for the organization to be successful. Part of that responsibility is managing the culture of the entire organization. While the burden of culture is certainly not the sole responsibility of the executive-level management, it is heavily weighted on their shoulders. An executive's degree of influence on the culture is massive, and they have to be good stewards of what kind of culture they want to co-create with the people they serve.
So what can managers do to be better equipped to handle these challenges? Here are a few tips to get started:
For frontline managers, get to know your people better. Make time to talk to each team member one-on-one, and create space for them to share their story and preferences. Be open-minded, be curious, and help create a safe space for sharing. This will help adjust your expectations to a co-created reality of both what you expect and what your team expects of you.
For mid and senior-level managers, work on your collaboration and networking skills. Working only with your direct reports and who you report to does very little to build informal authority throughout the organization. Find ways to collaborate with your peers on projects and workflow. Invest in the relationships with key stakeholders to learn what their perspectives are in the organization. Network across the organization to build clout and influence. It goes (almost) without saying, but keep your office door open to others and make time by building these relationships!
For executive managers, have a clear vision for what kind of culture you want your organization to have. Many organizations have a culture without a strong intention behind it. In other words, it is created unconsciously (or even semi-consciously). Executives can co-create the culture of their organization with their people by sharing a vision for what that culture looks like. Be conscious of the culture you create. Get buy-in from others. Adapt and adjust with key stakeholders on creating that culture consciously. Lastly, ensure there is alignment between the vision and what is actually going on every day. The goal here is conscious awareness and action of that culture.
Here is the takeaway:
Managers of all levels will have challenges that are both technical and people-oriented. The People challenges are the ones that are not adequately addressed with most internal training programs. This is because these People challenges are leadership challenges, and leadership is a skill that is better taught through experiential learning.
So give yourself the space and grace to work on these leadership challenges on the job, and give your direct report managers the space to do the same. If you find that your organization requires additional support in developing leadership capacity, then let's talk.
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