Ensure your middle leadership is doing the right things at the right time for the right people

One of the best things about working alongside people on our training events is hearing conversations about their work.



➕You can be sure that whatever course we are running – presentation skills, training to become expert in-house trainers, being a master facilitator or team builder, participators like to talk about how they are led. It affects everything.



Let’s be clear, here we refer to informal talking points. There are no questionnaires, just a chat. Therefore, no responding in a way that they think is wanted. Hawthorne Effect avoidance!



➕These discussions are eye-opening. None more-so than the issue of Situational Leadership.

Although we probably haven’t raised it specifically as the focus (unless it’s a leadership focussed session), the comments made are a reflection of this leadership approach.



➕We have listed the top 6 most commonly mentioned attributes that they like their leaders and managers to show.



The best leaders and managers:

☑️Are good at coming up with plans that match the way the organisation does things and have genuine value - not just being sycophants. This will cut friction.

☑️Clearly explain the vision to their team/ leaders effectively because they understand the culture and internal politics of the frontline. A real middle leader trait.

☑️Know the trouble-makers and how to deal with them. Can see why they behave as they do.

☑️Notice any value-based issues that can block wished for development.

☑️Know how enthuse their team to buy in to the plan and get involved.

☑️Have enough humility to know if things are going wrong and can work out why - then rectify things.


Our evidence is from conversations like these. We have more of you’d like to see them. Obviously, we have changed the names for confidentiality.



Here are two transcripts.

🗨️Richard: You’re not too happy with your line manager. How do they handle setting a vision for the team?

🗨️'Carlita': Frankly, I don’t think they have one. There’s a few of vague goals. The trouble is nothing that really fits with what the company stands for – at least, the way I understand it.  It feels like we’re just reacting to the latest fads without a plan. It causes a lot of confusion.



🗨️Richard: Does that lead to fall-out in the team?
🗨️"Carlita': Certainly. We don’t know what direction we’re going in. We end up wasting time on things that don’t reflect our brand or long-term goals. Causes a lot of friction.



🔖Our comment: We’re not sure if Carlita’s beliefs are shared by everyone. There could well be colleagues who do not need as much support to understand the situation as Carlita. This is where the leaders need to be sharply aware of the situation and different perceptions.





🗨️Bill:  It sounds like you are worried about ethical leadership. Are there ethical issues that impact your work? Do your bosses take any action to sort this out?

🗨️Venus: Yes and No! That’s the main problem. We’ve raised concerns about some very questionable shortcuts they have imposed. But they just brush it off. It’s very sad and very worrying! Either they don’t see the ethical risks, or they don’t care. Whichever,  it puts us in awkward positions.

​🗨️Bill: What do they do when these concerns are raised?

🗨️Venus: Nothing much really. If an issue gets serious enough, they’ll act like it’s the first time they’ve heard about it, even though we’ve been flagging it for weeks. It’s like they don’t want to get involved with anything difficult.



🔖Our comment: There’s a lack of appreciation that we can all see ethical considerations from different perspectives. Leaders should not assume that everyone has the same views as them. Work background and lived experience will have an impact.