It may be “lonely” at the top, but this is what we get paid for………..
Most mid-level managers have had the experience of communicating an unpopular decision or implementing a program that will be disliked by the rank and file. These decisions or programs were made by upper management, and it is now your job to make them work. Leadership skills in these situations are essential to both the achievements of your staff and your success as their manager. How you handle this is important, because everyone is watching.
Many young managers attempt to gain acceptance from their staff by aligning themselves with the employees rather than the company. This is the worst thing you could do, as you will be perceived as weak by the very people you were trying to impress. “I wouldn’t do it this way but the company insists”, or some similar statement, puts you on the side of the complainers rather than the achievers. There is nothing wrong with hearing them out, and being open to discussion, but you must own this and treat the implementation as if it were your idea from the start. You are being paid and trusted to advance the company objectives, and you will fail both your employer and your employees if you side with the dissenters.
It is easier to see the issue if you take it from the company’s position. Suppose you ask your subordinate to implement something that he or she disagrees with; something that you hashed over previously and have decided to move forward with, despite some reluctance on the part of this manager. Are you better served by this manager commiserating with the staff, or by a commitment to the change and their support of the company?
More simply put – good leaders complain “up the chain of command”, not down the line to their subordinates. Your chance to change the policy came during its formation – that chance is over now, and your charge is to make even an unpopular decision successful. You owe it to your staff as well as to your company.
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