What skills do middle managers need most?
ddle managers face a unique set of challenges. Get advice from the best thinkers in business.
[Harvard Business Review - Your Subscription]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afb&s=Kw3hdGwee8CtzqFrZkBhzwK0pBVVwmKgCc-3UxCxyeo>
HBR Digital Content<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afc&s=u7U2NZrCE0J7Ikl7B1S6FLbcAxVoXQY4Wm7D8Atjr-s>
Resources for Middle Managers<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afd&s=ibhmqrMtwrVl4RtDTLAGXfbJ9r5IGjBA3xS4D1So3CA>
[HBR Managing People Articles]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afe&s=EYqSYVaE0tNH4fZrGeLrbIEpTDS5QzV11ZVdvdNYwvs>
Leaders of all levels face obstacles in the course of daily business, but middle management encounters a unique set of challenges. Balancing the needs of one's own boss with those of their employees, the job of a middle manager hinges on walking a fine line. Among the archives of past and present digital resources, HBR houses an entire collection of content on managing people<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8aff&s=z18bAyzhzNmVPm6u12ODFxSBpZhKRwPGvM0Z98c9hF0,> including many pieces that speak specifically to the challenges of middle management.
Get advice on best practices for middle managers. Start by exploring resources like:
* Why Being a Middle Manager Is So Exhausting<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b00&s=82ARSNx5Ehibb81jUpXeUXExgIdqu4zAmteuuf8C7qg>
Middle managers must constantly oscillate between situations in which they have either low or high power. This can be cognitively and emotionally exhausting. By better understanding how this power oscillation plays out, both middle managers and executives can find ways to ease the burden.
* What Middle Managers Can Learn from Agents, Brokers, and Other Middlemen<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b01&s=crQJstsDDFaXhp_e5LTFRHST_oQYiI5z1BcdOYGYy40>
An effective middleman can serve as a powerful enforcer of good behavior, a solid bridge across cultural divides, and several other indispensable roles. But playing these roles requires understanding the role and taking appropriate action.
* Research: Middle Managers Have an Outsized Impact on Innovation<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b02&s=d6DvM-wK3vzJRORgLbBNWbXUUrd5bP-SU8YkDhGdZw4>
For decades, researchers and businesspeople have assumed that in the thick of large organizations, what matters is process. This study shows something different — that individuals matter a lot. And of all the individuals, the choice of who is middle manager on vital projects goes the furthest in explaining why some firms do better than others.
* Video: Six Skills Middle Managers Need<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b03&s=r7yNL9ygbccPmBoQeOx3Z2Wsufnk17yrkBtJ1U22aj4>
Joseph L. Bower, professor at Harvard Business School, describes how to be an effective general manager in this short video.
Explore more content on Managing People <https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b04&s=VGU6l4J9uY8f72eWl2EFPNX3I0TVQT5-cK0SRk4ZM-U>
<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA>[HBR's Year in Review]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA><https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA>
HBR’s 2020 Year in Review: 2020 was a year that transformed life and business. Explore the top content <https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b06&s=-7djBCAy5oUHBiImTVrYIe_hb1T3swqmPXnmD2YUeg0> our community leaned on the most to navigate this complicated year.
To ensure email delivery, add noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org> to your address book, contacts, or safe sender list.
Copyright © 2021 Harvard Business School Publishing,
an affiliate of Harvard Business School. All rights reserved.
The Harvard Business Review Guarantee: If at any time you are not satisfied with your subscription, tell us and you will receive a refund on the unused portion of your subscription. Click here to unsubscribe<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b07&p1=%40t6p7L4VyTOGTCdqZdBCfGpvOsjDPku9z06x_xAqkXoUTyQlBAI1RCPXFUHIlRv-4bd6IUX5VvSkAlDsCcrkcKJEhxVs&s=1wC70yIHo5CRpCa1YSl57LnJgag-8oiUkr3JzfbdooY> from Subscriber Benefits emails.
Harvard Business Publishing
20 Guest St, Suite 700, Brighton, MA 02135
Contact us<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b08&s=PrF8bxUAVkjGNH79oGn4VoUDNgm0IoFuRtUojcpHFU0> Privacy policy<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b09&s=6U2lj9Ifuh0n-Cl-eRR73wIK8KcaefvqVCHr79xayFM> Read online<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b0a&p1=%40DrRMXKZEu9xMzUwR4GBjirnYpIFrSuHfnKtNYUhlWPRgjP_EFzUvz6G2c3m-KhuIqeDpTAWNIhO3M2eAOD5rB7HMB9lrrUMVQQEZ95ScK9dGylMs&s=X0awvYERG4_CECH0G9IsgQSst_8Zz4oVsWnA3bE5Q1k>
[Harvard Business Review - Your Subscription]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afb&s=Kw3hdGwee8CtzqFrZkBhzwK0pBVVwmKgCc-3UxCxyeo>
HBR Digital Content<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afc&s=u7U2NZrCE0J7Ikl7B1S6FLbcAxVoXQY4Wm7D8Atjr-s>
Resources for Middle Managers<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afd&s=ibhmqrMtwrVl4RtDTLAGXfbJ9r5IGjBA3xS4D1So3CA>
[HBR Managing People Articles]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8afe&s=EYqSYVaE0tNH4fZrGeLrbIEpTDS5QzV11ZVdvdNYwvs>
Leaders of all levels face obstacles in the course of daily business, but middle management encounters a unique set of challenges. Balancing the needs of one's own boss with those of their employees, the job of a middle manager hinges on walking a fine line. Among the archives of past and present digital resources, HBR houses an entire collection of content on managing people<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8aff&s=z18bAyzhzNmVPm6u12ODFxSBpZhKRwPGvM0Z98c9hF0,> including many pieces that speak specifically to the challenges of middle management.
Get advice on best practices for middle managers. Start by exploring resources like:
* Why Being a Middle Manager Is So Exhausting<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b00&s=82ARSNx5Ehibb81jUpXeUXExgIdqu4zAmteuuf8C7qg>
Middle managers must constantly oscillate between situations in which they have either low or high power. This can be cognitively and emotionally exhausting. By better understanding how this power oscillation plays out, both middle managers and executives can find ways to ease the burden.
* What Middle Managers Can Learn from Agents, Brokers, and Other Middlemen<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b01&s=crQJstsDDFaXhp_e5LTFRHST_oQYiI5z1BcdOYGYy40>
An effective middleman can serve as a powerful enforcer of good behavior, a solid bridge across cultural divides, and several other indispensable roles. But playing these roles requires understanding the role and taking appropriate action.
* Research: Middle Managers Have an Outsized Impact on Innovation<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b02&s=d6DvM-wK3vzJRORgLbBNWbXUUrd5bP-SU8YkDhGdZw4>
For decades, researchers and businesspeople have assumed that in the thick of large organizations, what matters is process. This study shows something different — that individuals matter a lot. And of all the individuals, the choice of who is middle manager on vital projects goes the furthest in explaining why some firms do better than others.
* Video: Six Skills Middle Managers Need<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b03&s=r7yNL9ygbccPmBoQeOx3Z2Wsufnk17yrkBtJ1U22aj4>
Joseph L. Bower, professor at Harvard Business School, describes how to be an effective general manager in this short video.
Explore more content on Managing People <https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b04&s=VGU6l4J9uY8f72eWl2EFPNX3I0TVQT5-cK0SRk4ZM-U>
<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA>[HBR's Year in Review]<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA><https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b05&s=P33K_XT9zSHi8d15TBUG35vo4IJ22_VC_4UUOBjIEfA>
HBR’s 2020 Year in Review: 2020 was a year that transformed life and business. Explore the top content <https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b06&s=-7djBCAy5oUHBiImTVrYIe_hb1T3swqmPXnmD2YUeg0> our community leaned on the most to navigate this complicated year.
To ensure email delivery, add noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org> to your address book, contacts, or safe sender list.
Copyright © 2021 Harvard Business School Publishing,
an affiliate of Harvard Business School. All rights reserved.
The Harvard Business Review Guarantee: If at any time you are not satisfied with your subscription, tell us and you will receive a refund on the unused portion of your subscription. Click here to unsubscribe<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b07&p1=%40t6p7L4VyTOGTCdqZdBCfGpvOsjDPku9z06x_xAqkXoUTyQlBAI1RCPXFUHIlRv-4bd6IUX5VvSkAlDsCcrkcKJEhxVs&s=1wC70yIHo5CRpCa1YSl57LnJgag-8oiUkr3JzfbdooY> from Subscriber Benefits emails.
Harvard Business Publishing
20 Guest St, Suite 700, Brighton, MA 02135
Contact us<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b08&s=PrF8bxUAVkjGNH79oGn4VoUDNgm0IoFuRtUojcpHFU0> Privacy policy<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b09&s=6U2lj9Ifuh0n-Cl-eRR73wIK8KcaefvqVCHr79xayFM> Read online<https://t.a.email.hbr.org/r/?id=h73c52a84%2Cd9a8af9%2Cd9a8b0a&p1=%40DrRMXKZEu9xMzUwR4GBjirnYpIFrSuHfnKtNYUhlWPRgjP_EFzUvz6G2c3m-KhuIqeDpTAWNIhO3M2eAOD5rB7HMB9lrrUMVQQEZ95ScK9dGylMs&s=X0awvYERG4_CECH0G9IsgQSst_8Zz4oVsWnA3bE5Q1k>