We all know that it’s generally better to be proactive, than reactive. But that’s easier said than done, especially when you’re a middle manager.
Your staff have only their own work to worry about and the executive you report to has more decision-making powers and ways to get additional support (although their life isn’t ideal either, trust me).
You likely want to be more on top of things rather than putting out fires constantly. You promise yourself each Friday that things will be different from Monday. But then something or other implodes next week and you’re back in survival mode.
So, what is a middle manager to do?
Start with your own mindset.
First, let go of the idea that you will ever be ‘fully on top of things’.
Figure out what’s essential in your role, make sure it gets addressed and be more flexible with the rest.
Pick your battles. You’re probably overcommitted anyway.
Second, don’t take an ‘all or nothing’ approach.
It’s not about carving out lots of time to ‘finally get organised’. It’s about doing small things consistently that compound over time to make your life easier.
Prioritise progress over perfection.
Third, keep it simple.
You don’t have to create elaborate systems or tools to raise your level of preparedness. I recommend the ‘less is more’ approach in all of my planning and risk workshops.
Pick a small number of areas to focus on or come up with a few simple rules that will make ‘future you’ less stressed.
Develop tactics that work for you.
To figure out ways to be (a bit more) proactive, try asking yourself these five questions:
1. How can I look ahead more frequently, to increase my preparedness?
Some examples are:
building in strategic thinking or business improvement time into your weekly schedule, say 1 hour on Mondays and 1 hour on Fridays. Two hours per week is better than zero hours
considering risks to success as part of your planning process so that you can include some preventative actions into your plans
having regular project check-ins with staff or checking critical reports regularly so that you can prevent problems or tackle them before things escalate
communicating expectations to your team upfront and as clearly as possible, as well as asking them if they have questions or if anything is unclear.
As you can see, these aren’t really extra tasks, but rather improved ways of working. And you may be practicing some or most of them already. If that’s the case, good for you - you’re more proactive than you thought.
2. How can I have more control over my work outcomes?
If you feel like you’re just executing stuff others have come up with, welcome to middle management.
Jokes aside, there are ways you can have (a bit) more control.
A key way is to get involved. If you want more control, you’re also going to have to take on some responsibility. One goes with the other.
Ask your executive to get involved in planning, risk assessments or other corporate processes. You could also join working groups to have more of a say.
More importantly, plan out your own work so that you can control what you can and leave a buffer for the unexpected.
3. How can I future-proof my career?
Things are always changing. So, if you want to progress to the executive level, add more value to your organisation or even just remain relevant in the workplace, you will need to make time for learning.
You don’t necessarily need to sign up for a structured postgraduate course, although I found it to be very motivating and insightful.
There are affordable self-paced courses and books that could help you immensely on a range of niche topics. There are also tons of free resources online, like this article you’re currently reading.
Find ways to sprinkle learning across your week. When I worked full time outside of the home, before I started my business, I used to read books and articles during my lunch breaks and listen to podcasts on my way to and from work.
4. How can I build support?
Life in an organisation involves working with and depending on others. You will need to build support, regardless of your level of authority.
This may include building executive or peer support for your initiatives or building a high-performing and adequately resourced team. Both require increasing your influence, on the basis of trust, respect and (ethical) reciprocity.
Influencing can be time-consuming, particularly if it includes getting involved in various committees or writing additional reports. You will need to pick your battles and have your non-negotiable tasks in mind, when adding these new commitments.
Other influencing methods can just relate to the way you conduct yourself, such as the way treat your staff or communicate with stakeholders.
5. How can I make my work more enjoyable?
Being proactive should also include finding ways you can build a sustainable work life. This could involve:
avoiding burnout by taking enough rest and accessing your leave entitlements
finding more meaning in your work by knowing how and who it helps
sustaining interest in your work, by creating more diversity in your role through side projects or seeking out learning opportunities
celebrating achievements with your team
making sure your private life is in order, so that you can be happy on both fronts.
I hope this is helpful.