At the junior level, individuals have more control over their performance. Even a junior manager working at the ground level has a direct visibility of the actions of his team members who are individual contributors.

But things are different at the middle level.

Middle managers are not always available at the point of action, whether on the shop floor or in the sales field. They have limited visibility of the actual action.

Most of the information flows through the junior manager in the field and through the MIS system. But that doesn’t make their responsibility any less. They are still responsible for performance and to the senior management.

There might be times when they feel as if they are losing control of their performance.

And that’s alright.

We have all been there, the constant need to make sure everything is in place and being done within the stipulated time. Let me share an experience in this regard.

While I worked at TATA Strategic Management Group, I had a large team for delivering consulting projects. But when it came to business development, I had support only for generating leads. Right from the initial pitch to the contract signing, I managed the entire process. Hence, I was in complete control.

When I joined Gallup as a CEO, I went to Delhi. I requested the Partners in Delhi to set up meetings with some of the large clients.

As they were taking time and my travel date was coming closer, I called the clients and handled the setting up of meetings on my own. I was used to doing so. The meetings went well, and we closed some accounts.

Then the team wanted to go for dinner. A few guys from my team approached me and asked, “We were about to set up meetings for you. Why did you do it yourself?”

I told them I was losing time and was used to handling things on my own. One of them replied, “Let us do this from next time onward. Otherwise, how will we learn? And how will you focus on more strategic decisions?”

I got my lesson.

Anyone who moves to the middle or senior level should focus on managing their team’s performance and not working on their behalf.

As a manager, learn to support your team. Empower and equip them. Yes, check-ins and reviews are essential to ensure that the work assigned is being done properly. Make sure to “NOT DO EVERYTHING” yourself.

Get over the fear of “What if this doesn’t happen?”. Empower your team, support them, check in, and focus on outcomes and the process.

Would you like to share your experience when you moved levels?

In the process of unlearning and relearning, stay with and keep following:

THE PASSION PROJECT!

If you’ve reached here and are interested to learn more, here are a few more topics:

Preface: How to build a successful career!
Will You Succeed If You Perform?
Career Management, Is It Science Or Art?
Managing the Science – Performance
Managing The Manager
Managing Skip Manager
Managing The Peers
Why Did I Need A Godfather…?
The art of surviving during recession… My experiences…
You will not succeed here… I was told on day 1
Should YOU Quit Your Job?
Should I Go For An Mba?
How Should Newbies Build Their Careers? – Pulling It Together
Why is Early Retirement Dream a Mirage?