Leadership Team, Executive Team, Senior Leadership Team, Management Team – there are many different names organizations call the team that defines and drives their vision, mission, and culture. It is typically comprised of c-suite and senior executives, all of whom lead the major functions of the business.
I like to equate this team as the owner of a Passenger Train – they decide what materials are used to build it, how often it is renovated to keep its passengers (customers) happy and buying tickets, the locations that it serves and travels between, what amenities are available, and how much it costs to run it.
General Managers, Directors, Department Managers, Division Manager, Regional Director, and sometimes VPs depending on the size of the organization, are often referred to as middle management.
Using the same train analogy, this team is comprised of jobs like, Conductor, Lead Engineer, Customer Service Director, Railroad Operations Manager, Senior Network Engineer, and Controller. They are the reason the engine runs the train, the train can run on the tracks, the passengers are happy, and the train arrives on time to it destination.
In any organization, middle management is responsible for developing and implementing policies, daily workflow of their teams, driving culture, team member development, and holding people accountable. Collectively they integrate the strategy and vision of the Executive Team into day-to-day operations.
Unfortunately, the value or efforts of middle management are often unappreciated by leadership, and/or they lack awareness of the strength middle management has working collectively as a team.
We know that success in hitting organizational goals requires clarity and alignment.
Imagine the alignment and effectiveness created when, just like your Executive Team, your Management Team has a meeting pulse – meeting on a consistent basis, focusing on issues and finding solutions.
Who would know better but those that run the operations of the organization, to understand unintentional consequences when putting new policies in place.
Using my example, they solve why the train was late, why customer service rating have dropped, why costs are high, or how to implement a new destination available to customers.
I have experienced and witnessed the magic when managers work collectively to IDS TM issues
- (I) Clearly identify what your issues are
- (D) Thoroughly discuss to clearly understand the issue and possible solutions
- (S) Hold yourselves accountable for solving them
EOS Entrepreneurial Operating System
Invest in your managers, create a space for them to lean on each other, value the roles they play, and lean into the magic they can create together.
Not sure how to get started? Let me help you put your team together, ensuring the right people are sitting at the table, guiding the team in creating trust amongst each other, and the ability to have open and honest conversation. Let’s make magic!
Tamara Knapp Advisory LLC
Based in Novi, Michigan
Serving both startups and established clients.
Office: (248) 301-9699
Email: letsgo@tamaraknappadvisory.com
