Emily Field, Bryan Hancock, Stephanie Smallets, Brooke Weddle
Middle managers may have a reputation for being bureaucratic, but in reality they aren’t so much the cause of bureaucracy as a barometer for it.
Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Bureaucracy, Management, Organizational Behavior
Emily Field, Bryan Hancock, Stephanie Smallets, Brooke Weddle
Managers do not wake up and automatically know what great looks like, nor do they learn through osmosis. Instead, managers exhibit these [strong] behaviors when multiple factors are present: they have clear expectations, are given targeted training, understand why their actions matter, see inspiring leaders behaving similarly, and have support systems in place such as structure, role design, and rewards.
When any number of these factors … [ Read more ]
Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Management, Personal Development
Investing in middle managers pays off—literally
New research shows that having more top-performing middle managers leads to much better financial outcomes. Here are five actions that can set managers and their organizations up for success.
Content: Article | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subject: Organizational Behavior