Over the past year, the community has paid a lot of attention to the “future of work”. Experts have spent hours making predictions about what the future will look like — for both workers and business leaders.
Businesses are now transitioning into this new normal, with the future of work officially present. But this does not mean that the leaders have settled every detail. Some still navigate virtual work, and many implement a hybrid approach in which some work is performed virtually while other duties are performed in person.
This seems like uncharted territory to many. Whether businesses go back to virtual or hybrid work or go back to the office, the world has changed. People have changed. The way we work has changed.
Leaders face the challenge of providing the best possible support to the people who guide them through this new era—particularly mid-level managers who are directly responsible for supporting employees. When these mid-level managers are given the support they need, they can provide the same support in return. And who – which It results in a generally happier and more engaged workforce.
I spoke with four leaders to find out how they are working to support their mid-level managers now that the future of work has arrived.
1. Sheldon Yellen, CEO of BELFOR Property Recovery
BELFOR Property Restoration CEO Sheldon Yellen says communications have always been the driving force for his company — it’s the best way to support the colleagues he leads. For Yellen, strengthening bonds through listening and encouragement is key when supporting middle-level managers: “The ability to listen to their challenges and provide reassurance that tomorrow will be a better day not only helps the individual but also flows into the rest of the managers’ work. If they feel listened to and supported by their work. At the executive level, they can provide the same support to their employees, allowing them to do their best job as well.”
Yellen also points out the importance of showing appreciation to mid-level managers. Everyone wants to know that their work is appreciated and that they are part of something greater than themselves. As such, they feel appreciated when they know you are their leader And Their teammate can then share these feelings with the people who lead them. In the end, not every day will be perfect, but Yellen believes that encouraging positivity provides the strongest foundation for employee support.
2. Kara Herzog, President of IES
Kara Herzog, President of IES, argues that mid-level managers are the most important component of any company’s success; They play an essential role in driving strategic initiatives forward and successfully implementing those initiatives. However, I have noticed that no one can do this without supportive leadership. Equipping them with the right tools and defining the right processes is critical to a company’s success, and investing in that success should be part of any company’s strategic plan.
“Getting a team behind you has become more important to success, but it is becoming more difficult with a new distributed workforce,” Hertzog says. “It is important to ensure your leaders have the right training and are equipped with tools to help simplify this for the manager and their teams. Instead of just adding another major initiative to the workload of potentially overworked managers already, help them automate things like reporting or performance measurement. Offload more time-consuming tasks so they can spend more time strengthening relationships between their peers and teams.”
3. Gus Cicala, Founder and CEO of Venture Assistants
Supporting mid-level managers well requires understanding that this is a new era of division of labor, says Jose Cicala, Founder and CEO of Project Assistants. “The best way to support middle managers at the moment is through the structure,” Cicala says. “Put goals in place and get everyone on track. Now is a great time to deconstruct and then plan, implement and define new roles among the members of your organization. In some ways, remote work makes many roles redundant (for example, some traditional office management). In other cases, more roles are required (for example, more coordination and technology for management). In other cases, the entire deck has been modified.”
Cicala says teams are most effective when roles are clearly and strategically divided among employees. Rather than isolating people in their own roles, an appropriate division of labor encourages greater participation and integration because employees can harness their expertise. Helping middle managers best define tasks and roles in this new way of working is essential to support them and help them foster success. Cicala describes it as a valuable opportunity to promote healthy engagement and increase satisfaction.
4. Sue Bingham, founder and president of HPWP Group
Finally, HPWP Group founder and director Sue Bingham says supporting mid-level managers — and the employees who oversee them — in this new way of working comes down to asking for feedback, taking that feedback into account, and putting their visions into action.
This hybrid business model covers place, but companies need to start paying more attention to it Processing and, most importantly , PersonsBingham says. “No matter what mixed work configurations they ultimately prefer, employers must be serious about adapting to the needs of employees by soliciting their contributions along the way.” Once they have this input, it is critical that they use it to improve operations, processes, and policies to best support managers.
We are in the midst of a workforce transformation, and we need to support mid-level managers so that they can support the employees they lead. It may seem difficult, but it can be done. By encouraging team members, making sure they can focus on what’s most important, collecting their feedback, and translating that feedback into action, leaders can ensure that mid-level managers are able to do their jobs to the best of their abilities.